Jo Freedman wrote a now-legendary essay on exactly that issue in 1970. She was writing about her experiences in the women's liberation movement, but her essay is essential reading for anyone aspiring to run an organisation in a non-hierarchical manner.
I wish I'd read this a decade ago.
It sounds like your community has figured out the first kind of power somewhat, but I urge you to consider carefully the second form of power.
It's likely that your community, like many, is currently run by its founders, people who are successful leaders because they enforce rules that people want to follow anyway--people have voted them into power with their feet (if they didn't like you as a leader, they would leave).
But what happens to the community when you leave or die? Often a member of the community steps up to take the reins, and while that person might understand the goals of the organization, they might not understand how to implement those goals, especially when implementing those goals requires setting aside their own basic human urges and ego. Almost no organization survives the first few changes of leadership in a positive form. You may think you're okay with this, that your organization can end with you, but keep in mind that it may live on and cause more damage than it ever did good.
The solution is to create rules which limit your own power and give the community the ability to enforce those rules on you. That way your community has the power to survive a transition of power.