In this episode of Brent’s Notepad, we explore Chapter 6 of Exploring Leadership (2nd edition), written by Richard Bolden, Jonathan Gosling, and Beverley Hawkins, examining the complex relationship between leadership, power, and politics. The authors outline French and Raven’s five sources of power and Weber’s three types of authority, showing how legitimacy transforms power into influence. They discuss both “big P” politics in governments and organizations and “small p” politics in everyday workplace dynamics, as well as how organizational culture can empower or marginalize. The chapter also highlights toxic leadership, where charisma and manipulation maintain control at the expense of ethics and inclusion. Ultimately, it reminds us that leadership is inseparable from power and politics, requiring reflection and intentionality to guide and inspire responsibly.Exploring Leadership:Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press.Sources of Power:French, J., Jnr and Raven, B. H. (1959) 'The Bases of Social Power', in D Cartwright (ed.) Studies of Social Power, pp. 150-67. Ann Arbor, MI: Institute for Social Research.Authority: Weber, M. (1921/1978) Economy and Society: An Outline of Interpretive Sociology. Berkeley: University of California Press.Panopticon: Foucault, M. (1979) Discipline and Punish: the Birth of the Prison (trans Alan Sheridan). New York: Vintage Books.Foucault, M. (1980) Power/Knowledge: Selected interviews and other writings, 1972 - 1977. London: Harvester Press Ltd.Frames of Reference: Fox, A. (1966) Industrial Sociology and Industrial Relations. Research Papers 3, Royal Commission on Trade Unions and Employers' Associations. London: HMSO.Fox, A. (1974) Beyond Contract: Work, Power, and Trust Relations. London: Faber and Faber.Organizational Culture: Schein, E. H. (1992) Organizational Culture and Leadership. San Francisco: Jossey-Bass.

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