Is Power the Measure of Leadership — or Its Moral Test?

At the World Economic Forum in Davos, a brief but revealing interaction played out between two sharply contrasting leadership styles. This article is not a commentary on the political or societal philosophies of the individuals involved. Instead, it is an exploration of leadership itself: how power is acquired and exercised, what effects different approaches produce, and, most critically, what codes of character sit at their core.

One leadership model, familiar across much of human history, seeks first to acquire power and then to wield it decisively. From this position of strength, intimidation becomes a tool: destabilise the other side, provoke emotional responses, introduce noise and chaos, and force submission. When the goal is speed and advantage, this approach has often proven effective. It feeds on urgency, thrives on uncertainty and draws energy from fear.

The alternative model on display followed a very different logic. Rather than escalating force, it prioritised diagnosis and insight. Strength came from preparation rather than bravado, authority from institutions rather than personality, and influence from credibility rather than intimidation. From this steadier, grounded place, the leadership was able to remain largely untouched by ego and resilient to fear.

The outcome was telling. The side many expected to capitulate held its ground — and even secured market approval, as investors responded positively to signals of stability and predictability. The episode offered a quiet but powerful reminder: power does not only reside in dominance. It can also emerge from trust, coherence and restraint.

Power and the Sword

Any discussion of leadership inevitably leads to the nature of power itself — whether financial, political, hierarchical or physical. History reminds us that power carries a dual reality. Its allure is undeniable but so too is its danger.

The ancient story of the Sword of Damocles captures this tension perfectly. Offered the throne, Damocles enjoys the splendour of power — until he notices a razor-sharp sword suspended above him by a single strand of hair. The message is clear: power may elevate but it also exposes. Without care, it courts catastrophe.

Power has a habit of revealing what already exists beneath the surface. It magnifies values, amplifies motives and exposes intentions. Without an ethical compass or ‘Compass of Conscience’, leadership slips easily into manipulation. Without a commitment to service, power hardens into tyranny.

This is why the question is not simply how to gain power, but what will guide us once we have it.

The Compass of Ethical Leadership

Before power tests a leader, character must already be formed. Ethical leadership is not improvised under pressure; it is rehearsed long before authority is granted.

A useful framework comes from The Leadership Mission, which identifies three pillars of ethical leadership:

• Integrity — where words and actions align with stated values, creating credibility and trust.

• Accountability — where leaders willingly answer for their decisions and accept consequences, fostering transparency rather than excuses.

• Stewardship — where power is understood as a temporary trust, not personal property. The ethical leader asks, “How can I use this authority to serve others and protect what matters most?”

Together, these principles transform leadership from ambition into service, from ego into legacy.

Why This Compass Matters

History teaches us a sobering lesson: power is inherently dangerous. When character is not anchored by moral clarity, leaders are tempted toward self-elevation and moral shortcuts. The logic of “the ends justify the means” takes hold and fear becomes the force to govern others. Followers comply outwardly while disengaging inwardly, hiding behind a veneer of harmony that conceals quiet coercion.

By contrast, leadership grounded in courageous humility and compassion restores faith — in institutions, in systems, and in one another. Trust forms. People bring not just their labour but their belief. They follow not because they must but because they choose to.

Why Power-Centred Leadership Persists

If ethical leadership is so compelling, why does history so often default to power-first models?

One answer lies in the human experience of suffering. In moments of fatigue, fear and crisis, people crave relief — and they crave it quickly. Leaders who promise fast solutions can accumulate power rapidly, especially when they frame themselves as the only antidote to pain.

When a leader’s scruples are not firmly established, power can be consolidated by fostering isolation and ambiguity, then wielded for personal advantage rather than the common good. Understanding this pattern is not cause for cynicism but for vigilance. Awareness allows safeguards to be built before power concentrates in a vacuum of character.

Establishing a Compass for Character

So how does a leader develop — and sustain — an ethical compass?

A few practical commitments can help:

• Clarify your guiding purpose: What difference do you stand for and how does it serve others beyond yourself?

• Define your non‑negotiable values: Which principles will you refuse to breach, even in pursuit of success?

• Find a truth‑speaker: Identify people who are authorised to challenge you — and commit to listening when it is uncomfortable.

• Preserve perspective: Build practices that lift you out of day‑to‑day pressures and allow for honest reflection.

• Plan your exit earlier than you think: Even strong character can erode over time. The best leaders prepare successors and know when to hand over the reins, often much earlier than the ego would like.

These disciplines do not weaken leadership. They protect it.

Power as the Test

As we reflect on whether power is the goal of leadership or its moral test, one truth stands out: power inevitably reveals where we are in our character growth. Titles change, careers rise and fall, wealth accumulates and disappears — but character remains.

It is the ‘Compass of conscience” that gives meaning to leadership and offers others a reason to follow — not just with their hands, but with their hearts.

The real measure of leadership, then, is not how much power one holds, but how faithfully one is guided once power is placed in their hands.