Although leadership and the exercise of power are distinguishable activities, they overlap and interweave in important ways. Consider a corporate chief executive officer who has the gift for inspiring and motivating people, who has vision, who lifts the spirits of employees with a resulting rise in productivity and quality of product, and a drop in turnover and absenteeism. That is leadership. But evidence emerges that the company is falling behind in the technology race. One day with the stroke of a pen the CEO increases the funds available to the research division. That is the exercise of power. The stroke of a pen could have been made by an executive with none of the qualities one associates with leadership.