“Power is not only the capacity to influence others; it is also a state of mind…Power is a dopamine high. Every time we experience power…a recurrent feeling in our everyday interactions…we find ourselves at a moment…we can act in ways that lead us to…have lasting influence in the world and continue to be esteemed by others or we can be seduced by the self-indulgent possibilities that power occasions.”
-The Power Paradox, Dacher Keltner
Having power gradually changes your physiology. It is surprisingly easy to slip over to the dark side. In fact, 99.9999 percent of us have felt the corrupting effects of power—whether through classroom or playground bullying, office gossip, or even neighborhood Facebook posts.
With over 3,500 coaching hours, I have worked with at least 300 individuals. Every coaching client I’ve met seeks greater influence—to improve their own lives and the lives of others. Influence, after all, is power.
But have you ever wondered what nudges someone over to the dark side? I did when I began to notice some of my clients acting in ways that seemed out of character. As it turns out, there are physiological, neurological, and psychological forces at play. Thanks to advancements in technology, we can now measure these shifts more precisely than ever before.
Power Quiz:
Who is more likely to behave in the following ways? Someone with an elevated sense of power or someone with a lower sense of power?
1) Who is more likely to have a sexual affair?
2) Who is more likely to take more resources that are not theirs?
3) Who is more likely to speak rudely within an organization?
The discussion that follows will explore why individuals with an elevated sense of power are more prone to these behaviors.
Anatomy of Power
Power is inherently relational; it does not exist in isolation but emerges through interactions with others. It is fluid and context-dependent—one may hold significant influence in one setting while having little in another. For example, pet owners quickly learn who truly holds control in the relationship. In families, friendships, and workplaces, power and influence fluctuate based on roles, relationships, and perceptions. These dynamics are constantly shifting, shaped by context, social structures, and the evolving nature of human (and even animal) interactions.
The desire for power can be a strong motivator, fueling ambition, education, career advancement, and even personal growth. However, the type of power one seeks—whether it’s personal empowerment, expert power, positional power, or coercive power—can shape their path and their impact on others.
Power confers credibility, but the source of that power matters. Authority derived from expertise, trust, and integrity fosters genuine credibility, while power based solely on position or coercion may command compliance but not true respect. In any relationship—whether personal, professional, or societal—credibility is reinforced when power is exercised with competence, fairness, consistency and care for others.
When individuals begin to experiment with their power by seeking the perspectives of others or shifting how they process information—whether in leadership, relationships, or decision-making—they must develop the ability to pause, reflect, and adapt. Without this capacity for self-reflection and self-regulation, their decisions may be short-sighted, leading to unintended consequences, resistance, or diminished trust.
For example, a manager who enforces strict deadlines without considering team workload may create burnout and disengagement. Similarly, an older sibling who teases excessively without reading the emotional cues of the younger sibling may damage the relationship rather than fostering playful connection.
Building the habit of slowing down—taking a moment to reflect on the perspectives of others and integrating relevant information—allows powerholders to make more effective and inclusive decisions. This skill is particularly essential in today’s complex world, where quick, reactive choices can have far-reaching impacts.
Physiological Nature of Power
What we often don’t talk about is how perceived power manifests itself in our bodies. The physiological study of human behaviors can now be examined using brain activity (fMRI: functional magnetic resonance imaging), hormones (testosterone, cortisol, serotonin, etc.), nervous system function (heart rate, sweating, pupil dilation). This research has connected behaviors to physiological signs.
When individuals experience power, their dopamine levels increase, enhancing feelings of motivation, pleasure, and even entitlement. This neurochemical response can make power feel intoxicating, leading some to seek more of it, sometimes at the expense of ethical considerations or the well-being of others.
At the same time, power influences stress responses. Research on cortisol, a key stress hormone, shows that those with stable, legitimate power often have lower baseline cortisol levels, suggesting a sense of control and security. However, those who feel their power is unstable or challenged may experience heightened cortisol levels, leading to anxiety, aggression, or defensive behaviors.
Similarly, heart rate variability—an indicator of nervous system regulation—can reveal whether an individual experiences power as stabilizing or stress-inducing. Those who wield power with confidence and alignment tend to show more physiological resilience, whereas those who feel threatened or insecure in their power may exhibit signs of chronic stress.
Paradoxical Nature of Power
Power’s psychological and physiological effects create a dangerous paradox: while it enables decisive action and leadership, it can also distort judgment, reduce empathy, and encourage unethical behavior. The sense of invincibility and entitlement that power fosters can lead to rule-breaking, favoritism, and even corruption. Here’s how these dynamics unfold:
- Diminished Empathy and Compassion – Research shows that power reduces an individual’s ability to accurately interpret others’ emotions. This can result in leaders becoming more transactional, less attuned to their team’s needs, and prone to making decisions that serve their own interests rather than the collective good.
- Overconfidence and Risk-Taking – Power can make people believe they are infallible, leading to impulsive or reckless decisions. This can be beneficial in some cases (e.g., decisive action in crises) but can also lead to unethical choices when risk is not properly evaluated.
- Victimhood and Retribution – Power can be wielded to manipulate narratives, framing oneself or one’s group as the victim to justify retaliation or control. Leaders may use outrage to rally support or discredit opponents, further entrenching divisions.
- Spreading Misinformation as Control – Information is a powerful tool, and those in power may distort or suppress facts to maintain their position. This can erode trust, polarize communities, and undermine institutional integrity.
- Entitlement and Ethical Erosion – Power fosters a sense of superiority, which can lead to quid pro quo arrangements, favoritism, and conflicts of interest. Leaders may justify unethical behavior under the guise of privilege or reciprocity, creating a culture where personal gain overrides ethical responsibility.
Counteracting Power’s Corrupting Influence
To mitigate these risks, individuals and organizations must implement intentional safeguards:
- Encourage Transparency & Accountability – Systems that promote oversight, such as ethics boards, public disclosures, and strong whistleblower protections, help keep power in check.
- Develop Empathy Through Perspective-Taking – Engaging in active listening, diverse conversations, and reflective practices can counteract power’s empathy-diminishing effects.
- Cultivate a Culture of Ethical Leadership – Reinforcing values-driven decision-making and rewarding integrity rather than blind loyalty helps maintain ethical standards.
- Challenge Cognitive Biases – Encouraging leaders to seek dissenting opinions, use structured decision-making frameworks, and reflect on potential blind spots reduces overconfidence.
- Promote Power Rotation & Shared Leadership – Preventing power from becoming too concentrated through participatory leadership and distributed decision-making reduces entitlement and corruption.
As I reflect on my clients’ journeys, I see how power changes behaviors and reshapes the brain—subtly yet profoundly. There is an almost imperceptible line—one that, once crossed, leads to the darker side of power. Few recognize it in the moment, yet its effects are undeniable. For me, it was the feedback from others that pulled me back.
Questions for You
- Since power can shape behaviors so deeply, what do you think is the most effective way to ensure power is used responsibly within families, communities, organizations, governments, or societies?
- Do you think people struggle more with gaining power or with wielding it wisely?
Resources
- A very dense and detailed research paper regarding power by Tobore Onojighofia Tobore.
- The book The Power Paradox by researcher Dacher Keltner is more digestible, and a fun read.