The stakes for leaders today have never been higher. Power that’s applied indiscriminately can erode trust, lower morale, and damage a company’s culture. But leaders who master the art of flexible power use can navigate complex challenges with resilience and success.

In this episode, we examine leadership power as a precision instrument. We explore how business leaders can move beyond traditional, blunt approaches to power and adopt a more adaptable, context-sensitive strategy.

Drawing from historical examples, we explore how the smartest leaders know when to exercise authority and when to lean on soft power for better outcomes. You’ll learn how to apply power strategically, balance hard and soft approaches, and lead with precision.

In this episode:

- Power as a precision instrument

- Historical examples: Ashoka, Paul Polman, & Shackleton

- Playbook for applying power with precision

- Key takeaway and series wrap-up

Resources Used in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power: https://www.researchgate.net/publication/215915730_The_bases_of_social_power

Keltner, D., Gruenfeld, D. H., & Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110(2), 265–284: https://psycnet.apa.org/record/2003-00307-004

Peyton, T., Zigarmi, D., & Fowler, S. (2020). Examining the Relationship Between Leaders' Power Use, Followers' Motivational Outlooks, and Followers' Work Intentions. Frontiers in Psychology, 11, 1070: https://pmc.ncbi.nlm.nih.gov/articles/PMC6367254/

Wisse, B., Rus, D., Keller, A., & Sleebos, E. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. The Leadership Quarterly, 30(5), 101313: https://www.researchgate.net/publication/334007112_Fear_of_losing_power_corrupts_those_who_wield_it_the_combined_effects_of_leader_fear_of_losing_power_and_competitive_climate_on_leader_self-serving_behavior

Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson: https://nibmehub.com/opac-service/pdf/read/Leadership%20in%20Organizations%20by%20Gary%20Yukl.pdf

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

Picture a product launch gone wrong, with a team scrambling to point fingers rather than solve the problem. Instead of tackling the root cause, individuals deflect responsibility to others, poisoning team morale and trust.

In today’s episode, we dive into one of the most destructive patterns that can derail a team—blame shifting. We uncover why this behavior is common, how it sabotages learning and growth within organizations, and how leaders can address it effectively.

By understanding this behavior, leaders can take proactive steps to model accountability and create an environment where mistakes are seen as opportunities for growth rather than threats. Tune in for practical strategies to confront blame shifters and foster a more resilient, adaptive team.

In this episode:

00:00 Introduction to blame shifting

01:52 Why blame shifting exists and its impact on teams

03:47 Real-world examples: Apollo 1 & Volkswagen emissions scandal

05:02 How leaders can counteract blame shifting

06:38 Conclusion and key takeaway

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

George Washington shocked the world by surrendering power after winning the Revolutionary War. That single decision didn’t just define a leader; it helped shape the foundations of modern democracy. It remains a powerful example of how intentional power design, not personal ambition, builds trust and resilience in organizations.

In today’s episode, we explore what this means for today’s business leaders. Drawing on research and other real-world cases, we unpack the invisible levers that either keep power healthy or allow it to corrupt. You’ll hear how institutional structures, role design, and even evolutionary psychology determine whether leaders remain mission-focused or drift toward self-interest under pressure.

If you’re leading a team, a company, or a culture, this discussion will arm you with three proven strategies to design power systems that support performance and safeguard against ego-driven misuse. We also share how to spot hidden risks before they derail your leadership and what to do about them.

In this episode:

- Why power design matters in leadership

- Real-world examples: Washington, Lee Kuan Yew, & NASA

- How to design power systems

- Final takeaway: Design beats default power

Resources Mentioned in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power. https://psycnet.apa.org/record/1960-06701-004

Peyton, T., Zigarmi, D., & Fowler, S. (2020). The relationship of leader power use and follower motivational outlook and work intention. https://pubmed.ncbi.nlm.nih.gov/30774619/

Wisse, B., Faber, N. R., van Vugt, M., & Evers, A. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. https://www.scienceopen.com/document?vid=5b6d9055-a12a-425a-a6d0-c924189655f9

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences