Leadership, power and negotiation: the impossible triad?

Leadership theory has evolved through changing conceptions, from the trait theories to the identification of behavioural styles, the contingency theories matching adapted behaviours with situational factors and eventually new theories focusing on the articulation of a vision. From charismatic and rational, the leader has become transformational, has learned how to use emotional intelligence in order to be inspirational, and eventually post-heroic in an ever changing environment. Instead of being simply commanders, leaders must be acting as facilitators, negotiators in relational processes more than controlling systems in order to solve or prevent many arising conflicts. While managing conflict can now be recognised as part of any leader plan, negotiation remains a specific activity in which participants go beyond a simple problem solving approach. They engage in a voluntary joint decision making process with conflicting interests and expectations leading to different phases of cooperation and competition with, in the end, an outcome that can never be predicted.