TOWARD A THEORY OF POTENCY, POWER AND FUNCTION LEADERSHIP

Abstract

This paper investigates the notion of leadership through the theorization of three distinct leadership states: potency, power and function and their implications for HR-management (HRM). This theorization is grounded on the key philosophical difference between the notions of potency and power made by Deleuze. Much of the extant leadership literature views power and function as being interconnected in a purposeful manner in organizations, however, this potentially overlooks their underlying effects. An alternative cross-fertilization of leadership studies and HRM may better facilitate people development approaches. Of particular importance is a heightened examination of the consequences and complexities of power and leadership dynamics and the ambiguous effects they can produce on ‘followers’. Responding to these gaps, the paper develops a novel conceptualization of potency leadership for followers, leaders and for the organization, through HRM. Empirically, the paper employs an inductive methodology using semi-structuring rare access interviews with senior (elite) leaders across military, credit agency and banking contexts. The findings identify the emergence of three interconnected novel states of leadership: potency, power and function, dependent on the nature of the transformations experienced by followers. The results have implications for HRM in leadership assessment and development.