Leadership fragility, entropy and the rise of powership

Purpose The purpose of this study is to explore the interrelationship between leadership fragility and systemic entropy as mechanisms that give rise to powership. Powership emerges when those in authority succumb to using positional power and control rather than effective leading. This information is being provided to help human resources (HR) scholars, practitioners and organizational leaders recognize how seemingly stable leadership structures can erode into autocracy and domination. Design/methodology/approach This study uses a conceptual framework grounded in organizational psychology, systems theory and recent research on toxic leadership and workplace fragility. It integrates contemporary scholarly literature and offers a visual model and table to help practitioners identify the signs of entropy and fragility in leadership systems. Findings Leadership fragility characterized by low adaptability, high ego-defense and poor emotional resilience can accelerate entropy, or the gradual breakdown of order in organizational systems. Together, these forces dismantle relational trust and ethical norms, leading to a regression from leadership to powership. This shift results in increased control, fear-based tactics and reduced psychological safety. Originality/value This paper introduces a novel integration of fragility and entropy in leadership systems and defines powership as a byproduct of their interaction. It provides HR professionals with early-warning signs, intervention strategies and a conceptual model for assessing vulnerability to powership within leadership structures.