In any workplace, power dynamics are always at play. Some are obvious — like the relationship between a manager and their team — while others are more subtle, like who gets invited to the “real” meetings or whose ideas always seem to take centre stage. A healthy balance of leadership and authority is important for productivity and decision-making. But when those in power start playing games — manipulating, undermining, or gatekeeping — it can quickly spiral into something much more damaging.
Power plays are rarely about what’s best for the team or organisation. They’re often driven by ego, insecurity, or the desire to control outcomes at the expense of others. And while the person pulling the strings may enjoy short-term wins, the long-term consequences can be significant — especially for the people caught in the crossfire.
In extreme cases, these toxic dynamics can push someone out of a job entirely, even when there’s no formal termination. This is sometimes referred to as constructive dismissal, where the work environment becomes so hostile or unsupportive that the employee has no real choice but to resign.
What a Power Play Looks Like at Work
Power plays come in many forms — some blatant, others insidious. Recognising them is the first step toward addressing the issue. Here are a few common examples:
1. Credit Stealing
Someone higher up constantly takes credit for others’ work, making it difficult for colleagues to get recognised or promoted.
2. Information Hoarding
Important updates or details are withheld from certain team members to keep them out of the loop or make them appear incompetent.
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3. Exclusion from Decision-Making
Staff are deliberately left out of meetings, projects, or email threads that are relevant to their role or area of expertise.
4. Micromanagement with Intent
A manager might excessively scrutinise or override someone’s work not to improve quality, but to undermine their autonomy and confidence.
5. Subtle Sabotage
Spreading rumours, assigning impossible deadlines, or quietly shifting responsibilities can all serve to erode someone’s credibility.
Each of these tactics may seem small on their own, but over time, they can erode a person’s standing in the team, their confidence, and their motivation to stay.
Why People Use Power Plays
Power plays rarely stem from competence or leadership strength. Instead, they often reflect personal insecurities or a fear of being overshadowed. Common motivations include:
- Fear of competition: A manager may feel threatened by a high-performing employee and try to dim their light.
- Desire for control: Some people thrive on holding all the cards and struggle to trust others with responsibility.
- Ambition without ethics: When someone’s personal career goals outweigh their respect for the team or organisation.
- Cultural acceptance: In some environments, power games are just “how things are done,” making it harder for individuals to speak up.
Understanding the root of the behaviour doesn’t excuse it, but it can help you respond more strategically if you’re on the receiving end.
The Career Impact on the Target
Being on the receiving end of power plays can be professionally and emotionally exhausting. The impacts may include:
- Reduced visibility: If someone else is taking credit for your work, it’s harder for senior leaders to see your value.
- Blocked progression: You may find yourself overlooked for promotions or key projects, no matter how capable you are.
- Damaged reputation: Office gossip or subtle undermining can create a false narrative about your performance or reliability.
- Mental health strain: The stress and anxiety of being constantly second-guessed or excluded can take a toll, leading to burnout or disengagement.
In the worst cases, people leave jobs not because they want to, but because staying feels impossible — especially if they’ve tried to speak up and been ignored or punished.
What Organisations Lose When Power Plays Go Unchecked
It’s not just the target who suffers. Power plays can cost organisations dearly in both morale and money.
- High turnover: Talented employees leave, often taking their skills and institutional knowledge with them.
- Toxic culture: Remaining staff become demoralised, disengaged, or fearful, which impacts productivity.
- Missed innovation: Diverse ideas get silenced in favour of keeping the status quo or maintaining one person’s control.
- Legal and reputational risk: If someone resigns and takes action for bullying or constructive dismissal, it can lead to costly disputes and public scrutiny.
Allowing power games to thrive sends the message that politics is more valued than performance — and that’s never good for long-term growth.
What You Can Do If You’re Caught in the Crossfire
If you find yourself being sidelined or manipulated in the workplace, here are some steps you can take:
1. Keep a Paper Trail
Document key incidents, especially if they involve exclusion, undermining, or inappropriate comments. Save emails, take notes, and write down dates and details.
2. Focus on Facts and Performance
Continue doing your job to the best of your ability. Make your work visible — whether through regular status updates, shared documents, or direct communication with stakeholders.
3. Speak to Someone You Trust
This might be a mentor, HR, or a trusted colleague who can offer perspective or support. Just talking it through can help clarify your options.
4. Address It Directly (If Safe)
Sometimes, power dynamics shift when they’re acknowledged. A respectful conversation like, “I noticed I wasn’t included in that meeting — is there a reason why?” can prompt change. But only take this route if you feel secure in doing so.
5. Know When to Escalate
If the issue continues and impacts your health or performance, it may be time to raise a formal complaint or seek external advice. You don’t have to tolerate ongoing manipulation or exclusion, especially if it’s affecting your career trajectory.
Leading Without the Politics
For those in leadership roles, it’s worth reflecting on how your influence affects others. Are you creating a collaborative environment — or unintentionally fuelling unhealthy competition? Great leaders lift others up, share credit, and make space for different voices. They model transparency, give people the tools to succeed, and step back when it’s someone else’s turn to shine.
By choosing influence over control, leaders not only gain respect — they also unlock the true potential of their teams. And in doing so, they create environments where careers are nurtured, not threatened.
When organisations replace politics with purpose and competition with collaboration, they don’t just keep good people — they build something stronger, together. Because while power might win short-term battles, respect and fairness win the war for lasting success.
