Leadership is a practice, something certain people do at certain moments, a verb rather than a job title; it uses authority, power and influence as tools, but they are not what defines it. All authority relationships, formal or informal, share one structure: one party entrusts another with power in exchange for services, principally direction, protection and order. People in authority are expected to reduce distress, so leading while holding authority means letting down expectations at a rate people can stand: identifying adaptive challenges rather than defining solutions, letting the organization sense outside threats to a degree that stays productive, disorienting roles and resisting the pressure to re-orient too quickly, surfacing conflict and challenging unproductive norms. Leadership without authority (from below or across) and beyond one's authority is possible and is where much adaptive work begins, and the trust an authority holds is renegotiated when it tells people what they need to hear instead of what they expect.
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