Power and Politics - In The New Technological Age

Power and politics are inescapable forces within any organization. They shape interactions, influence decisions, and define the dynamics of leadership and teamwork. Understanding their nature is critical, especially in today’s technology-driven world, where data, expertise, and influence intersect in unprecedented ways. Let’s explore how these elements manifest, their impact on organizational behavior, and why they matter more than ever in the age of new technology.

The Anatomy of Power and Politics

At its core, power is the ability to influence outcomes, while politics is the art of wielding that influence to achieve personal or collective goals. These dynamics are not inherently negative, but they can turn toxic when driven by insecurity, incompetence, or mistrust. I have seen a leader who joined a new company. Eager to establish authority but uncertain of his footing, he started viewing current employees with suspicion. What followed is a cascade of micromanagement, manipulation, dividing the team and the introduction of loyal—but sometimes less competent—new hires.

Such behavior stems from a leader’s inability to confidently define his/her role, leading to rely on divisive tactics rather than fostering trust and collaboration.

This scenario is all too common. Insecure leaders tend to "play power" excessively, using politics as a tool to secure their position rather than to advance the organization’s goals. But it’s not just leaders who engage in organizational politics—peers and team members can also contribute to the fray. Gossip, cliques, and subtle power plays emerge when individuals seek to protect their interests or gain an edge. Often, this begins with a leader’s own tactics, such as "divide and rule," which sows discord and erodes team cohesion.

The Sources of Power in a Digital Era

Power in organizations comes from multiple sources, and the rise of technology has amplified their complexity. Traditionally, power stems from position—your title or rank grants you authority. It can also arise from expertise, where specialized knowledge sets you apart. Another source is familiarity—knowing the organization, its people, and its unwritten rules can make someone a formidable player.

“In the new technological age, however, data has emerged as a game-changer. As the saying goes, "Data is the new oil." Those who control, interpret, or leverage data hold immense power. In a world where information flows faster than ever, understanding systems, networks, and analytics can elevate an individual’s influence far beyond their formal role. This shift has democratized power to some extent—technical experts, data analysts, and even savvy team members can challenge traditional hierarchies by wielding knowledge that others lack.

The Double-Edged Sword of Organizational Politics

Politics, when used constructively, can drive innovation and progress. A leader who navigates alliances skillfully might secure resources for a groundbreaking project. A team member who builds a strong network could advocate for meaningful change. Yet, the dark side of politics—manipulation, mistrust, and micromanagement—creates a toxic culture that stifles creativity and productivity.

Take the earlier example of the insecure leader. By enforcing his authority through control rather than competence, he alienate employees and breed resentment. The organization suffers as talent disengages or departs, and the leader’s reliance on loyal but underqualified allies weakens overall performance. In contrast, a confident leader who empowers his/her team, values expertise, and uses data to inform decisions can transform politics into a force for good.

Navigating Power and Politics in the Tech Age

In today’s landscape, where artificial intelligence, automation, and digital platforms dominate, the stakes of power and politics are higher. Leaders must adapt to a workforce that values transparency and autonomy, while also mastering the tools that define modern influence—be it data analytics, social networks, or technological fluency. The ability to balance authority with collaboration is key. Meanwhile, employees must recognize that power isn’t just top-down; it’s also lateral, rooted in skills and relationships.

To thrive, organizations need cultures that harness power and politics constructively. This means rewarding competence over loyalty, encouraging open communication, and ensuring that data and technology empower rather than divide. Leaders should focus on building trust, not just asserting dominance, while team members should leverage their expertise to contribute meaningfully rather than compete destructively.

Power and politics are timeless elements of human interaction, but the new technological age has reshaped how they play out. Data is king, expertise is currency, and influence is no longer confined to corner offices. Whether it’s a leader grappling with insecurity or a team navigating internal rivalries, the choices made in wielding power define an organization’s success or failure. In this era of rapid change, understanding and mastering these dynamics isn’t just important—it’s essential. By embracing transparency, competence, and collaboration, we can turn power and politics from sources of conflict into drivers of progress.

(Views are personal) 

Introducing Dev Mahajan – A Man on a Mission!

In the high-stakes world of corporate power, where loyalty is tested and ethics are often compromised, Dev Mahajan rises against the odds. From humble beginnings to the corridors of global influence, he is a leader who refuses to bow to manipulation, deceit, and corporate subversion. But as he fights for integrity and transformation, he soon realizes that the real battle isn’t just in the boardroom—it’s in the shadows where ambition and betrayal collide.

As Dev fights to reclaim his place, he uncovers shocking truths about the very system he once trusted. Will he outsmart his enemies, or will they succeed in destroying his career and reputation forever? This gripping corporate thriller takes you behind boardroom doors, revealing the dark side of power, the price of loyalty, and the ultimate battle between truth and deception. Can Dev outmaneuver the forces that seek to bring him down? Or will he become just another pawn in the ruthless corporate game?

A must-read novel (in Print) for anyone navigating the high-stakes world of leadership and corporate survival.

A gripping corporate thriller is coming soon. Stay tuned!

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(Originally published on LinkedIn)

Leadership Myths vs. Reality: Separating Fact from Fiction

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Leadership is a complex and multifaceted concept, and over the years, many myths and misconceptions have arisen around what it means to be a successful leader. In this blog, we'll take a closer look at some of the most common leadership myths and explore the reality behind them.

Myth #1: Leaders are born, not made

Reality: While some people may have a natural inclination towards leadership, it's a skill that can be learned and developed over time. Effective leaders possess a combination of innate abilities and learned skills, and anyone can become a successful leader with the right training, experience, and support.

Myth #2: Leaders must always be decisive

Reality: While it's important for leaders to make decisions quickly and confidently, it's also crucial to consider the facts and gather input from others before making a decision. Being too hasty or overconfident can lead to mistakes and decreased trust from followers. Effective leaders are decisive but also able to listen, gather information, and make informed decisions.

Myth #3: Leaders must always be in control

Reality: The best leaders understand that they don't have all the answers, and they're not afraid to ask for help or delegate tasks to others. Being too controlling can stifle creativity and innovation, and can also lead to burnout and decreased job satisfaction. Effective leaders are confident enough to delegate, and they empower their followers to make decisions and contribute to the success of the team.

Myth #4: Leaders must be strong and unemotional

Reality: While it's important for leaders to project confidence and stability, it's also important to show empathy and emotional intelligence. Leaders who are too rigid or unapproachable can alienate their followers, and can also miss important cues and opportunities for growth and development. Effective leaders are strong, but also approachable, empathetic, and able to connect with their followers on a personal level.

Leadership is a complex and multifaceted concept that is influenced by a combination of natural abilities and learned skills. By separating fact from fiction, and understanding the reality behind common leadership myths, we can develop more effective and successful leaders who drive positive change and business success.

Please respond the survey, I am conducting, as a part of my research by clicking on >> Leadership Competencies required for managers while handling crisis situations. 

(Opinions are purely personal & does not represent my organizations, current or past) 

Author's books are available on Amazon, Flipkart, Pothi and BookGanga. You can buy the print copy of Vitality in Human Resources on amazon. Click >> Vitality in Human Resource: Adding human dimensions in HR processes    

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To be or not to be...

In life we have to make different decisions. We have to decide on different alternatives and choices. Sometimes it is easy, sometimes difficult. Dilemma is a situation where you have difficult choices and you are not sure which you want to choose. Sometimes there are different possibilities that will have consequences which you don’t wish for. Most of the time, it is a conflict with two possible solutions. As a professional you are encountered in such situations regularly.  At leadership positions such situations are common.

We encountered situations related to values, ethics, morale and we have different choices. For example, you see the small kid begging at the signal. You become emotional and compassionate to see her, however you also believe that there is a beggars’ racket active. It is possible that if you give the money to beggars, it will encourage beggars’ racket. It is also creating the habit of begging and that kid will never learn to work hard. Here is a moral dilemma, to give the money or not?

Sometimes while solving the problem we focus on the correlation and not the causation. This mainly happens when there is a lot of data. Sometimes you see the correlations between different variables and solve the problem only focusing on co-relations. We miss the causation. Such types of situations also create a dilemma when you don’t see the link between correlation and causation. 

There are different dilemmas we face during our personal and professional life. Ethical, moral, values, legal and so on. In any case there is a conflict and you are not sure about the possible outcomes.

Dilemmas are good. It shows the character and traits of the person while resolving dilemmas. Generally, during interviews, few managers ask questions explaining a hypothetical situation and check the response. It is crucial how the person responds and resolves the dilemma. One of the simple examples is, “Your department is understaffed and there is a lot of pressure on performance. Your few employees are on leave and one employee to whom you expect in the office, calls you and requests the leave as his kid is sick. What and how will you act in such a situation?” Response may vary depending upon the person and you can get the clue about the personality from such responses, and his body language. The question is how you resolve dilemmas in your life. Sometimes something is legal but beyond your values.

We behave differently while dilemma resolution. In our life we have different values, some values are very strong where you would never compromise, some values are flexible and changing in nature depending upon the situation. 

On the 15th Day of Mahabharata war, Guru Dronacharya killed Virat and Drupada. This was a big setback to Pandavas. Arjuna was not able to defeat Guru Dronacharya. As far as Dronacharya held a weapon in hand, he was undefeatable. Lord Krishna knows this. To make him unarmed, he makes a plan, where Bhima kills one of the tuskers named Ashwatthama. Ashwaththama was a beloved son of Guru Drona. Bhima kills tusker and proclaims that he killed Ashwaththama. The news spreads like a fire and when Guru Drona hears this and thinks. “Could it be true?” He could not see his son and he got worried. To confirm this, he goes to the Yudhisthira, who was known for truthfulness and asks, “Has Bhim killed Ashwaththamma?” Now Yudhisthira is in a dilemma. His values were strong, how can he tell a lie. He replied, “Yes.” However, Yudhisthira had also uttered, "Naro va kunjaro va," to absolve himself of the sin of lying. Either a man or an elephant. He had chosen to broaden the zone of truthfulness and to blur the distinction between nobility and ignoble dishonesty. Somebody may say that it was unethical, but finally you have to think what is better for the larger and own group.

While resolving such dilemmas, you can follow the process in personal and professional life.

Understanding values and principles, challenging your inner self, inner conscience mind and your Intellectual intelligence. It is called “the principle of moral idealism”. It says that there is a clear distinction between good and bad, between what is acceptable and what is not and that the same is true for all situations. It therefore asks to abide by the rule of law without any exception. Another theory is there is a very thin line between good and bad. It totally depends upon the situation. What may be acceptable in a certain situation can be unacceptable at some other place. Some believe that the authority is competent to take the decision and they will use their intuition to understand what is good and what is bad.

Discuss and debate: Whenever you are in a dilemma, it is good to discuss and debate on different alternatives and consequences of the outcomes. You can use the 6 thinking hats process to investigate different aspects of the problem.

Engage different stakeholders in the organization if this is at organizational level. In personal life, engage with family members, spouse, parents and elders. They will give you a different perspective.

In the VUCA world, dilemmas are at every corner and step of life. It is bad, not to think and take decisions blindly. Dilemmas will test your inner strength and it is up to you what you want to be. Finally, you have to satisfy your inner conscience.   

Please read the print replica of my latest book written for leaders on amazon kindle, Vitality in Human Resource: Adding human dimensions in HR processes

(Opinions are purely personal & does not represent my organization)    

Author's book are available on Amazon, Flipkart and BookGanga

Difficult boss

We always believe that managers who inspire and empower their teams are good bosses. Working with them is fun. They also focus on the development of the team. High performance is expected easily while working with such inspirational leaders. However, working with a difficult manager is always challenging. Generally, you can’t choose your manager. You have to work with the manager who is assigned to you and you can’t complain or change the manager unless you change the job. Changing the job frequently is also not a good sign. Sometimes organizations are good, and your role is super, but the challenge may be the manager. What you do if you get a difficult boss. There are different types of difficult bosses. Perhaps you may not be willing to work with the toxic boss who is political, takes the credit, micromanages or bullying. It is good to be strong with such bosses. 

However difficult bosses are not always bad. We may perceive managers as difficult if they are demanding, result oriented, perfectionist and with a lot of expectations. They are always on your head. So first it is very important to understand the personality of the boss. Ironically, a bad boss can motivate members of a team to bond with each other and provide encouragement and assistance since they know that they won’t be receiving positive attention from their superior. 

One of the facts is that executives get developed while working with the difficult boss also. Of course, your development chances are more when you work with a highly competent and talented boss. But not necessarily, you will always get the inspiring boss. Sometimes you will have those managers in your life. If you find out the silver lining, you can convert the situation into an opportunity for learning. 

Jay A. Conger and Allan H Church have written a book, “The High Potential’s Advantage.” These two gentlemen have written this book after a lot of research of high potentials who are in leadership positions. This book mentions one of the traits of high potential is “Situation Sensing: means observing and responding to the task priorities, work styles, habits and behaviours that your boss values most.” In the case of a difficult boss, it is tricky. If the values of the boss don't match then it is a big conflict. However, it is good to identify the traits and behaviours of a difficult boss and decide the strategy to deal with. If you think that the value system, code of conduct and business principles are compromised, then you can take the appropriate call to escalate it at appropriate forums including whistle-blower. If your boss is just difficult because of his strong work habits, his behaviour is aggressive and certain traits are different than yours or inspirational boss to whom you role model, then it is good to have the discussion and learn from him. He may have his own perspective, he may not be aware, he may lack insight and you can help him to understand that.  

While dealing with a difficult boss, you get the opportunity to stretch yourself. You may learn:

• Understanding human beings. You may get a different insight of the personality. 
• Learning to deal with difficult people,
• Communication skills while dealing with such people,
• Conflict management as conflicts might be common,
• Understanding the socio-political dimensions of the team and organization,

In the career you will not get only amiable peers, team and bosses. Sometimes you will have challenges and wise people learn to deal with that. It is always good to find the silver lining and adapt to the management style suitable to the difficult boss.

Please read the print replica of my latest book written for leaders on amazon kindle, Vitality in Human Resource: Adding human dimensions in HR processes

(Opinions are purely personal & does not represent my organization)     

Fluidity in leadership

Most of the times, we have some assumptions about leadership. This is based on our understanding and observations. We follow somebody in our life, and we assume that the person to whom we are following has great leadership style. We get inspired by their traits; however, we ignore some detrimental traits. They may have some great leadership traits but there may be fluidity in few values. There are some fall out stories in Indian and international corporate world.   

Over a period, I realized that leadership is about insight and character of the person. Leaders are also human beings but then as a leader they have more responsibilities to have the right insight. They need to understand that they are observed by the people. People who are projected great leaders in media are not necessarily a great leader. They may be great business managers. Most of the times, leaders ignore the insight about self and insight about others. I have observed few flaws in managers which restricts them to be role model leaders.

Bringing “own” people: Few managers, when take the charge of the business, try to bring “their” own people. Identifying the right talent and bringing them in the organization is always good. And it is the job of leadership. But sometimes managers have their own biases and they try to bring their people to whom they are comfortable with. It is very sad that they don’t think that internal people have capabilities without doing any assessment. Working with the existing team which you have got and getting the results from them is the top leadership trait.  

Allowing short circuits in decision making: Organizations have their own governance model. While working in such governance models, it is crucial to follow the proper system while making decisions. But sometimes, such governance structure is bypassed. If somebody doesn't like the way of working and decisions taken, such decisions are reverse favourably only to accommodate somebody. I think such behaviour is utter nonsense. Managers forget that their such behaviour is observed by all people. It has an adverse impact on the culture.    

If you are a leader, just get insight and check that you are doing the right things. Creating the culture is the accountability of top management and it starts with the leaders. If as a leader you are not doing right, your employees will follow you. Don’t blame them.   

Reality behind Leadership Charisma

Leadership is about stories. They make stories and they tell stories. But do you know how they create stories to create their personal brand in the organization and outside the organization? With social media, it is very easy now a days. There are consultants who manage your social media profiles and postings to create a positive image in the market. When you read LinkedIn postings of leaders and users, it is also evident that every person now a days is storyteller. 99% stories are philosophical and perhaps for others. I don’t know how much they follow what they read. Few people are so obsessed with social media fame that they post by every hour. It is also too much for readers. If there are learning from such stories, we should read and appreciate such stories. After all making storytelling is a great skill and it is relevant now a days. Every professional need to be storyteller. We need to learn that skill to be relevant in the changing market situation where span of attention of readers and audience is decreasing.

There are few leaders who create their own charisma through such stories. We always appreciate simplicity of Mr. Ratan Tata & Narayan Murti, Presentation skill of Steve Jobs, Presence of Mind & Oratory skills of Mr. Narendra Modi etc. These leaders are great leaders and they earned that respect by their work. However, there are few leaders who have the big followers who are mainly cheerleaders. When Cheerleaders make stories, then there are problems. 

Cheerleaders have their own agenda and they have their own purpose of spreading stories of some leaders. Such stories may not be real. We have a lot of examples where some corporate leaders (you know them very well) are in trouble because of some ethical issues. Leadership is being fair and ethical when you enjoy the absolute power. There is always a fluidity in the behaviour of leaders whose stories are created and spread by cheerleaders. Sometimes these cheerleaders are their own employees and sometimes they are paid communication & PR agents.

If some leader is known for his/her connect with shop floor workmen and stories of sipping a cup of tea during night shifts are discussed every time, then context behind that story may be different. First things in mind comes, is that why people make stories of such behaviours. Such leaders create their own aura in the organization; they create boundaries. Meeting them is very difficult and when meet and sip the tea along with workmen, it creates the impression. You will not hear any stories of that leader who is always accessible.

Creating and telling stories are good but when character becomes larger than the process of that success story, then such stories are not good. I am always concerned about leaders who are media savvy. From Ramalinga Raju to Chanda Kocher has the great legacy of stories, but we know the end.

You should be worried when your leader is trying to create the image larger than life.

PS: Just during this week we read about Yes Bank news and CEO of Rana Kapoor. Another fallout.    

Don't go by the face value of media darling corporate leaders.