Strategic leader interfaces and power (im)balance in turbulent times

The pieces of advice covered in Chapters 8–11 on ambidexterity, change vision, identity leadership, and leader development, respectively, may seem like a short but rather comprehensive list of advice that, if taken seriously by leaders, would ensure they can handle turbulent change. The fact that many leaders and organizations find it difficult to apply this advice and hence to deal effectively with change indicates that something is still missing. In Chapter 12, it is argued that the missing ingredient is the role of power. Leaders are in a position where they possess at least some degree of power, and having power or the fear of losing power often stands in the way of sufficiently following up on the advice discussed so far. This chapter will discuss why the power balance in organizations matters and how to ensure that the power balance allows for leaders to lead effectively in turbulent times.