The Power Paradox in Leadership
I coach people to step into their power as leaders, so I never want to frame power as inherently corrupting. But understanding the Power Paradox is crucial—not to dissuade you, but to help you lead with integrity and purpose.
🔬 The Science: Dacher Keltner’s research shows that while people gain power through empathy, collaboration, and generosity, they risk losing those qualities once in power. The best leaders resist entitlement, stay self-aware, and lead with integrity—using power to uplift others and build lasting trust.
🏆 Example: Herb Kelleher & Southwest Airlines
• Built Southwest on employee-first leadership.
• Believed happy employees = happy customers = success.
• Fostered mutual respect, not rigid hierarchies.
• After his departure, the airline struggled, proving the impact of his leadership.
👥 My Leadership Experience
💡 When my husband and I bought our restaurant from his parents, we built on the foundation they created—one where leadership meant genuinely caring about employees’ well-being. We took that philosophy a step further: we hired the best people, gave them what they needed to succeed, and then got out of their way so they could exceed our expectations. This resulted in:
• Employees stayed longer than industry norms because they felt valued.
• Staff proactively supported each other, covering shifts & stepping up in busy times.
• No one waited to be told what to do—they anticipated needs and took action.
• During busy nights or unexpected challenges, the team worked as one—without fear, micromanagement, or resentment.
John Adams understood this truth centuries ago: The more power you hold, the more character is required.
What’s one way you actively grow your integrity as your leadership influence expands?
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This is one of my Big Ideas posts—where I explore how new ideas, good science, creativity, and bold leadership can help us build a better world. I believe ADHD leaders have the empathy and creativity to solve the world’s biggest problems, and I want to support as many of them as possible as they step into leadership. Take what resonates, and make it your own.
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