OB Chapter 12

Power and Politics

· Definition of power – the capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
o Power exists even when it’s not used – it is therefore a capacity or potential.

· Power is a function of DEPENDENCY
o Dependency – the greater B’s dependency on A the greater A’s power in the relationship.

· Leadership and power are closely intertwined.
o Leaders achieve goals and power is a means of facilitating their achievement.
o They differ by:
§ Goal compatibility
§ Direction of influence
§ Research emphasis

· Formal power – based on someone’s position in an organization – can come from formal authority or the ability to coerce or reward.
o Coercive power – this is dependent on fear.
o Reward power – the opposite of coercive power. Accrues when people comply with the wishes or directives of another because doing so produces positive benefits.
o Legitimate power – the formal authority to control and use organizational resources. Includes acceptance by members in an organization of the authority of a position

· Personal power – power that comes from an individual’s unique characteristics.
o Expert power – influence wielded as a result of expertise, special skill, or knowledge
o Referent power – based on identification with a person who has desirable resources or personal traits.

· Research suggests that the personal sources of power are the most effective.

Power Tactics

· 9 distinct influence tactics
o Legitimacy
o Rational persuasion
o Inspirational appeals
o Consultation
o Exchange
o Personal appeals
o Ingratiation
o Pressure
o Coalitions

· Evidence indicates that rational persuasion, inspirational appeals, and consultation tend to be the most effective.

Power in Groups: Coalition

· Coalition – informal group bound together by the active pursuit of a single issue. The logic behind this is that there is strength in numbers.
o Coalitions in organizations seek to maximize their size.
o More coalitions will likely be created when there is a great deal of task and resource interdependence.
o The more routine the task of a group, the greater the likelihood that coalitions will form.

Power in Action: Politics

· Political behavior – activities that are not required as part of one’s formal role in the organization but that influence the distribution of advantages and disadvantages within the organization.

· Factors that encourage political behavior
o Individual factors
§ People who self-monitor have an internal locus of control and have a high need for power and are likely to engage in political behavior.
§ An individual’s investment in the organization, perceived alternatives, and expectations of success will influence the degree to which he or she will pursue political action.
o Organizational Factors – political activity is probably more a function of the organization’s characteristics than of individual difference variables
§ When an organization’s resources are declining, when the existing pattern of resources is changing, and when opportunity for promotions is present.
§ When an organization downsizes to improve efficiency
§ When there is little trust, there is higher political behavior
§ The more pressure that employees feel to perform well, the more likely there is to be political behavior

The Human Response to Organizational Politics

· When both politics and understanding are high, performance is likely to increase because the individual can see political actions as an opportunity. When understanding is low, individuals are more likely to see politics as a threat.

· When people perceive politics as a threat they often respond with defensive behaviors.

· Depending on culture someone might be more willing to use aggressive political tactics in the workplace.

Impression Management – the process by which individuals attempt to control the impression others form of them.

· Popular Impression Management techniques
o Conformity
o Excuses
o Apologies
o Self-promotion
o Flattery
o Favors
o Association

· Most job applicants use IM techniques in interviews and when it is used, it works.

· Applicants who use self-promotion more than ingratiation do better in interviews.

· In terms of performance ratings, ingratiation is positively related to performance ratings.

Summary –
If you want to get things done in a group or organization it helps to have power. As a manger who wants to maximize your power, you will want to increase others’ dependence on you. You can increase your power in relation to your boss by developing knowledge or a skill that she needs and for which she perceives no ready substitute. Power is a two-way street and you will not be alone in attempting to build your power bases. Others will be trying to make you dependent on them. The result is an unending battle. One way to increase your power in an organization is to acquire the bases of power that are most useful (expert, referent) and then to use the power tactics (consultation, inspirational appeal) that are most effective. Avoid tactics like coercion that tend to backfire. The effective manager accepts the political nature of organizations.