Thekabarnews.com—In a hierarchical ordination relationship, we assign power as a role, not as a crown attached to the soul. Émile Durkheim says that relationships are the social bonds that connect people in a system of meaning and function. It exists in connection, not as an absolute power on its own.

Max Weber’s theories describe ordinance as a rational-legal system in which a position grants authority, not the individual who holds it. It is not a crown; it is a mechanism.

Henri Fayol’s organizational theory shows that hierarchy is a tiered chain of responsibility and coordination. It is a technique to keep things in order, not a way to empower those who want to dominate.

The connection should still include elements such as the following:

Job. It is a work mandate, which means that you have to do a set of tasks based on your role.
Power. It is the limit of authority attached—the right to make choices within a certain area.
Being responsible. It is a moral and professional obligation to accept the repercussions of every choice and deed.

People in charge often think they’re superior and the system’s backbone. From there, deviations happen: when authority becomes oppression and laws become instruments instead of trust.

However, that role remains temporary, bound by place, time, and structure, and it does not grant an eternal right to rule.

And there is an irony that few people see: we know “insubordination” as a breach from below, but we never really think about “insuperordination” from above. It seems that only the led may make mistakes, not the leader.

In reality, both can deviate from the true purpose of authority, which exists to ensure smooth operations, define roles and responsibilities, and help organizations achieve their goals.

Therefore, it is important to stress that the roles, powers, and duties given to each member of the organization are not a place for personal aspirations or a stage for ego to take over.

It exists for a bigger reason: to keep the system running, keep order, and ensure that everyone is working toward the same goal: the organization’s aim.

When leaders believe others should serve them instead of serving themselves, they misinterpret their role and cause harm.

From that point on, the relationship evolved from working together to controlling, from coordinating to repressive servitude.

Instead of treating employees as coworkers, some leaders reduce them to tools for accomplishing objectives.

The order stops being a professional one and becomes a personal one. Because of these changes, respect became coercion, loyalty became fear, and performance lost the spirit of dedication.

Abraham Lincoln said, “If you want to know someone’s character, grant them power.” Power does not transform a person; it just shows who they really are.

When people do not understand authority, the organization loses its way. When ego takes over the job, trust becomes a burden for other people.

In short, positions of power were never meant to make people better; they were meant to organize roles. There, authority is tested: is it trust or a pretext?

Written by: Eko Bintara Saktiawan

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