Confucius said: “If you want to know a person, give him power.” American President Abraham Lincoln also said something similar many years later: “Most of us can bear adversity, but if you want to test a man’s character, give him power.” Does power really change us? And if it does, in what sense, for better or worse?

Power has been a determining factor in human behaviour since time immemorial. We often come across examples of figures who, upon reaching positions of influence, experience significant changes in their way of acting, thinking and relating to others. From Nelson Mandela (peace and social justice) to Mahatma Ghandi (civil rights and freedom), Hitler (expansionist totalitarian regime) or Napoleon (expansion of his empire in Europe). All of them changed with the experience of power.

But why does it transform people? Is it inherently corrupting, or does it have the ability to bring out both the best and the worst in each person?

Corruption and power

Historically, it has been said that “ power tends to corrupt, and absolute power corrupts absolutely ” (Lord Acton, 1887). This well-known aphorism reflects the general perception that power, especially when unchecked, can cause people to forget their values ​​and principles.

However, reality is more complex and power , although it can corrupt, can also amplify positive virtues in those who know how to manage it correctly.

The dark side of power

One of the most illustrative examples of the negative impact of power is found in the well-known Stanford Prison Experiment (1971), directed by the recently deceased psychologist Philip Zimbardo .

In this study, college students were assigned the roles of either guards or prisoners in a simulated environment. The results were alarming: those who took on the role of guards, feeling they had power over others, began to psychologically and physically abuse the “prisoners.” Before long, the situation spiraled out of control, forcing Zimbardo to end the experiment early.

This experiment shows us how, in certain contexts, power can lead people to dehumanize others and act against their moral principles. According to Zimbardo, power can lead to destructive behavior not so much because the individual is inherently evil, but because circumstances allow it. Power, when unregulated or unbalanced, can reduce empathy, increase self-importance, and encourage selfish behavior.

Power as an amplifier of virtues

On the other hand, it is also true that power does not always have negative effects. There are historical examples of leaders who, upon obtaining it, not only maintained their integrity, but used their influence to promote the common good. A clear example is Nelson Mandela , who, after decades of imprisonment, achieved the presidency of South Africa and, instead of seeking revenge, advocated for reconciliation and peace, promoting equality and human rights.

Mandela is a clear example that power, when managed with wisdom and empathy, can be a powerful tool to transform societies and improve the lives of millions of people.

Psychologist Dacher Keltner , in his book The Power Paradox (2016), argues that power does not transform people in a uniform way. Instead, it amplifies traits that were already present. “Power can bring out the worst in those who already had a tendency toward selfishness, manipulation, or a lack of empathy,” Keltner notes.

However, in people who possess qualities such as humility, empathy and a strong sense of justice, it can amplify these characteristics, turning them into transformational leaders.

The sources of power

In ancient Rome, two key concepts emerged to describe different types of power or authority in society and government. On the one hand, potestas , which was based on the use of force and coercion. And on the other, auctoritas , which was considered a moral endorsement based on the recognition and prestige of the person who held it. Both concepts have been adjusted over time and with the entry into the successive stages of Humanity.

In 1959, social psychologists John French and Bertram Raven divided the bases of social power into five concepts: coercion, reward, legitimacy, expert and referent. Informational power was added to this group of sources a few years later. At the organizational level, the level that a person occupies in the organization is not sufficient to explain the power that he or she may have or come to have. Possessing the ability to influence others has origins that go beyond the place reserved in the organizational chart.

Balance and responsibility

Power has a high capacity for transformation, both in a positive and negative sense. Societies demand power dynamics aimed at avoiding any type of discrimination, seeking equity and fair treatment. There is a lot at stake.

Power exercised from a positive perspective will impact people equally. If it emanates from a negative perspective, it brings harmful and painful consequences to those who have to bear it. Power requires wise management and deep reflection when it is exercised. The key is to balance its influence and foster a culture of responsibility and humility.

The real power

It is worth remembering what Seneca said :

“The most powerful man is the one who is master of himself.”

The person who manages to master himself does not allow himself to be dragged down by adversity or temptation and, consequently, achieves a form of inner freedom that gives him greater control over his life. For Seneca, true strength lies in the ability to remain calm, act virtuously and maintain coherence in personal principles, without being influenced by the environment or immediate impulses.

True power is internal: it is self-discipline and emotional freedom that make a person truly powerful. If you want power not to transform you, the key is to govern your own emotions and actions before trying to influence the outside world. Only when we are masters of our character are we able to exercise fair and balanced leadership. This is the only way to prevent power from corrupting us or diverting us from our principles.

Author Bios: Fernando Diez Ruiz is Associate Professor, Faculty of Education and Sport at the University of Deusto and Pedro Cesar Martinez Moran is Director of the Master in Talent Management at Advantere School of Management / Associate Professor at the Faculty of Economics and Business at Comillas Pontifical University