His Excellency Governor Atisto summoned his political advisers, Personal Assistant and legal advisor for a meeting whose agenda was private and confidential.

At the same time and with governor's authority, Her Excellency The First Lady Quinta Atisto summoned LWR Party's Women League leaders headed by Fuchsia Luta with the same agenda: Private and Confidential.

Besides His Excellencies Atisto and Quinta, AB Major, Maxima and Traditional Authorities manifested power over material, human, intellectual and financial resources to affect the lives, actions and thoughts of those with less access to and control over such resources. Chief Mulo and Bula, for example enjoyed the power of traditional authority over their subjects by virtue of tradition besides having control over their families together alongside their assistants and their elders. AB Major had unquestioned religious authority over his subjects including Maxima, Pope and their team. Different agents of power do not fail to show their power or respond to recognition and associate with prescribed hierarchy, repression, force, coercion, discrimination, corruption and abuse.

The CEO Saldana was a manifestation of social hierarchy as a result of social division linked with her gender, age, caste, class, ethnicity, race , nationality and sexuality and reinforced by the law , the economy, the family, religion, education and the media. At the most basic, she dispensed privileges to Okuro and Mu empire without marginalizing others, except AB Major, Maxima and their network. The rest of the empire was fully comfortable with her soft grips despite having immense power to control both Okuro and Mu empire.

Okuro and Mu empire, like any other Africa society is under patriarchal masculinity where men were granted power over women and girls and gender inequalities were the result of that gendered power system. Patriarchal masculinities was about power over, being those norms and practices of masculinity that would enforce women's subordinate status relative to men and the marginalization of gender and sexual minorities.

The Kidz had gained the sense of self-identity, confidence and awareness that set and moved them for action hence they gained greater sense of power within that triggered the pull effect across Mu Empire and Okuro. Their sense of self worth and self-knowledge and capacity to imagine and have hope about the exercising their rights to dignity and agency in their lives.

Benevolence LTD, through empowerment and gender mainstreaming initiatives, ensured that gender equality work was focused on strengthening women's and girl's sense of power within. The willingness of PA Galileo, project manager Panther and managing director for GoCorp alongside Matar and Kidz to get involved in the work challenging patriarchal masculinities depended on their sense of power-within that sometimes challenged the norm in which they had been socialized.

The Power to was also manifest as a unique potential of every person to shape his or her life and the world. Education, training and leadership development for social justice were based on the belief that each individual has the power to make a difference which could be multiplied by skills, knowledge, awareness and confidence. Power-to is the capacity to act and to realize the potential of rights, citizenship or voice. Much of the focus of work on women's empowerment undertaken by CEO Saldana was to strengthen women's and girl's power-to capacity.

Bedsides power-over, patriarchy and power to and power-within, power with is a collective power which could emerge through partnership and collaboration with others or through process of collective action and alliance building. Power with has to do with finding common ground to strengthen collective action based on mutual Support, solidarity and collaboration. Working with men to foster the power- with collaboration with women is critical for addressing gender inequalities.

According to Simon Sinek, leadership is not about being incharge. It is about taking care of those in your charge. As demonstrated by CEO Saldana, being a good leader is more than a tittle or position; it about having genuine concern for the wellbeing and development of others.

The CEO Saldana illustrated that leaders have profound responsibility to look beyond words and she ensured that actions truly reflected commitment to those who are led.

True leadership begins with authentic desire to see others thrive and succeed, setting the stage for amore profound and impactful discussion on what it means to lead effectively.

Saldana demistified the perception that leadership was a series of verbal affirmation and declaration of concern. She distinguished between mere proclamations of service, mercy and excellence as contained in policy statements, visions and embedded in mission of the Benevolence LTD and actual supportive actions. Words alone are insufficient if they aren't backed by tangible efforts to support and uplift team members. Such dichotomy between superficial concern and genuine care serve as a critical critique of superficial leadership, advocating instead for a more substantive and impactful approach.

True leadership demands compassionate actions as CEO Saldana and Benevolence LTD showed it wasn't enough to simply express empathy; she translated her empathy into actions that prioritize the welfare and growth her team. This ethical dimension of leadership underscores the importance of being action oriented, ensuring that leadership practices are rooted in deep sense of responsibility towards those we lead. In her parview, by prioritizing the development and wellbeing of the subject, we set a standard of excellence that is both ethical and practical.

Prioritizing the welfare and growth of team members wasn't just an ethical imperative to CEO Saldana but yielded significant practical benefits. By demonstrating genuine care through her actions, she fostered an environment of trust and motivation. Team members who felt supported and valued were more engaged, productive and committed to achieving collective goals. This effective leadership is intrinsically linked to the moral responsibility of caring for her team and practical outcome of enhanced team performance.

Benevolence LTD leadership under CEO Saldana challenged themselves to reflect on practices continuously. Instead of paying lip service they took concrete steps to support and develop them not as a critique but an opportunity for growth. By shifting from empty rhetorics to genuine action-based leadership, Saldana made a lasting impression on her team and organization's synergy as compared to AB Major command and totalitarian leadership appeal.

Saldana demonstrated the power to transform her leadership approach and to inspire those around her. She embraced the call to action by prioritizing the wellbeing and growth of her team members like Madina, Taa, Cynthia and Panther through meaningful, compassionate actions. Let with empathy and let your action speak louder than words.

Power according to CEO Saldana is a tool leaders and subjects in all cadre of life use to engage, motivate and influence. The kind of power leaders use vary according to personality, skills and environment.

Those with formal authority like CEO herself and her staff depending on their rank had legitimate power that gave senior management influence over junior employees and made decisions within broader systems.  Legimate power therefore is very common in hierarchical organization since subordinates respect ranking like military where they obtained power by demonstrating unique skills and responsibilities required for a role. Legimate Power helps to organize large entities by ensuring that staff follow same goals and created a sense of order and structure in work environment.

Reward power is the ability to reward others when they follow instructions and wishes. Professionals who motivate employees to respond to promotions, awards and pay rises like CEO Saldana hold reward power. Reward power is Bottom-Up approach that reinforces a sense of personal and professional values. Reward power is also attainable and desired to keep morale high and encourage productivity. It ensures that employees firmly bind with organizations improving their output.

Managing Director Paths and Project Manager Panther who depended on their professional abilities to show expertise in a situation and subject exercised expert power that comes with deep technical knowledge and extensive experience in a particular field. Expert power allow Staff to understand situations and issues and suggest solutions based on their knowledge and experience. Thus experts earn respect and trust from colleagues and credibility from work.  Expert power help departments directly with overall skills , ensuring they handled different projects and challenges. Leaders use expert power to influence colleagues across all levels of organization streamlining its growth and development.

Referent power is the ability to influence employees through personality and attractiveness. It occurs when a leader has strong interpersonal skills that ganer staff administration. Leading with referent power usually take an interest in employees, listen when they speak and respond appropriately to develop interpersonal skills. Leaders use referential power to help others change their habits and obtain goals which fosters open communication and a positive work environment while creating strong connection between leaders and employees. Employees gain referent power through qualities that improve respect, honesty, integrity and trust in their colleagues.

Coercive power is the ability to persuade and convince staff to do something using unethical means or even force. It occurs when leaders imply and threaten employees with demotion, denied privileges and possible dismissals. Coercive power is direct instructs staff on what to do and how to do it with strict compliance. Supervisors use coercive power to encourage employee to show up for their shifts this ensuring staff call in when sick, preventing issues for supervisors. Leaders use coercive power to control teams and ensure they uphold rules. They also use coercive power to maintain standards and increase productivity.

Informational power is the ability to withhold and divulge powerful information. With informational power, leaders posses information that employees seek to influence decision making and control credibility. For instance, staff with access to confidential Financial reports and other viable information have information power. They may withhold, manipulate, distort and coerce this information as they please. Employees with informational power usually develop a curiosity for important news and innovation in their field, making them valuable resources for their colleagues. Leaders tend to use informational power as a weapon or bargaining tool to help staff.

Connection power is the ability for staff to gain favor with a powerful person attaining influence. It involves networking and connecting with leaders who want to give power. Employees forge connection with powerful individuals and assemble them into coalitions to gain strong connection power. They do this by being resourceful to gain favor from the leaders they connect with. Supervisors with connection power usually help teams obtain goals through their access to resources.

Charisma is the nature of attractiveness and charm that compels teams to follow leaders. It inspires positivity and joyful feelings in the work environment. Charisma relies on the persuasive nature and engaging personality of supervisors to work effectively. Leaders with charisma articulate attractive vision, take personal risks and demonstrate environmental and the follower to inspire action within teams, increasing workplace productivity. Supervisors also use charisma and well-rounded leadership to inspire great change within the organization. Staff with charismatic personalities tell stories and engage with colleagues to show their charisma.

Moral power is the ability to inspire action based on a set of values and beliefs. The values include integrity, fairness, community, service and respect for employees. Moral leaders have strong principles and they strive to do what they say to maintain high standards which increases employees loyalty since leaders emulate their actions and beliefs. Supervisors normally use moral power to inspire teams to follow their example. They also use it to build trust through their ethics. To build moral power, one needs to establish personal mission statements and philosophies.

The founder power exist when the founder of the organization or movement has legitimate control of employees. In most cases, staff perceive founder and  individuals with deeper knowledge of the organization and industry which give them founder power. Founder power influences how employees perceive the organization and its products and services. Leaders use it to delegate tasks and set standards for performance. If you seek founder power, consider becoming an entrepreneur and starting successful business.

Integrity power is the ability to implement core values within an organization. It develops a firm ethical culture and holds employees accountable for respecting ethical behaviors and core practices. Leaders use integrity power to ganner trust amongst their colleagues and ensure staff work more efficiently and honestly in the work environment. This results in increased employee performance, loyal customers and increased Profits.

Political power is the ability to control the behavior of staff and influence the entire events. It allows leaders to control societies, functions, practices and cultures to use them to their advantage. Political power is inherent and derived from the consent of the governed, protecting and maintaining their rights. It arises from a leader's ability to work with staff and social system to gain support and allegiance. Political Power typically develop in state-owned organizations where certain political parties hold power and their supporters show power within different aspects of the organization.

To gain power, an individual need to network across departments and take initiative and also harness influence over others positively.

To exercise and harness all powers demands creative power, the ability to harness imagination to brighten life and get ahead. This starts by understanding and appreciating how valuable ideas, talent and effort are and their place in building a successful future both in social, economic and political realm. This can be enobling when an individual make imagination his or her hobby.

Too often than not good ideas haven't been acclaimed on an instant but instead they have been sneered and given bad tags such as nutty, wacky or crackpots and such individuals with idea generating propensity being termed as individuals with wheels in their heads or with bees in the bonnet and their ideas being scoffed as being worth a dime a dozen.

Schools haven't taken creative ideas seriously. Colleges have slighted creative minds. Universities have taught about animal psychology more than human imagination. Very few books have written about creative thinking compared to other literatures.

Thinking mind is man's exclusive gift as all animals have memory, instincts and emotions but not endowed with man's thinking power.

The thinking mind is twofold: Judicial mind which analyses, compares and chooses; and a creative mind which visualizes, foresees and generates ideas. The two minds work together where judgement keeps imagination on the track and imagination, not only opens ways to action, but also can enlighten judgement.

The greatest efforts such as going to school, reading history, studying logic, learning mathematics, debating, deliberations, weighing pros and cons are done to improve judicial mind with little or no effort to improve creative mind.