1. Chapter 11 Power and Political Behavior
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The Concept of Power
Power – the ability to influence another person
Influence – the process of affecting the thoughts, behavior, and feelings of another person
Authority – the right to influence another person
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3. Interpersonal Forms of Power
Reward Power – agent’s ability to control the rewards that the target wants
Coercive Power – agent’s ability to cause an unpleasant experience for a target
Legitimate Power – agent and target agree that agent has influential rights, based on position and mutual agreement
Referent Power – based on interpersonal attraction
Expert Power – agent has knowledge target needs
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4. Power: Compliance or Effectiveness
Compliance: Focused on doing things right (management)
Reward, Coercive, Legitimate power
Least effective but most often used my managers
Effectiveness: focused on doing the right thing (leadership)
Referent, expert power
Develop through interpersonal relationships with employees
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5. Which Power Is Most Effective?
Expert Power!
Strongest relationship to performance & satisfaction
Transfers vital skills, abilities, and knowledge within the organization
Employees internalize what they observe & learn from managers they consider “experts”
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6. Guidelines for Ethical Use of Power
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7. Guidelines for Ethical Use of Power
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8. [Criteria for Using Power Ethically]
Does the behavior produce a good outcome for people both inside and outside the organization?
Does the behavior respect the rights of all parties?
Does the behavior treat all parties equitably and fairly?
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9. How to spot an asshole (Sutton, 2007)
After talking to the alleged asshole, does the ‘target” feel oppressed, humiliated, de-eneergized, or belittled by the person? In particular, does the target feel worse about him or herself?
Does the alleged asshole aim his or her venom at people who are less powerful rather than at those people who are more powerful? (Kiss up, kick down)
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[Two Faces of Power]
Personal Power
used for personal gain
Social Power
used to create motivation
used to accomplish group goals
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Social power
Create motivation or accomplish group goals
Best managers have a high need for social power coupled with a relatively low need for affiliation
They want to do good for all of their employees, not just the ones that are their buddies
Watch a flick if time permits
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12. Kanter’s Symbols of Power
Intercede for someone in trouble
Obtain placements for favored employees
Exceed budget limitations
Procure above-average raises for employees
Place items on meeting agendas
Access to early information
Have top managers seek out their opinion
Common Theme: Doing things for others
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13. Kanter’s Symbols of Powerlessness
Top Executives
budget cuts
punishing behaviors
top-down communications
Staff Professionals
resistance to change
turf protection
Managers
assign external attribution blame others or environment
First-line Supervisors
overly close supervision
inflexible adherence to rules
do job rather than train
Key to overcoming powerlessness:
share power and delegate decision making
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Korda’s Power Symbols
Furnishings
Time
Access
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15. Organizational Politics
the use of power and influence in organizations
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Political Behavior
actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals
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17. Conditions Encouraging Political Activity
Unclear goals
Autocratic decision making
Ambiguous lines of authority
Scarce resources
Uncertainty
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Influence Tactics
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Influence Tactics
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Influence Tactics
The most frequently used influence tactics are:
Consultation
Rational persuasion
Inspirational appeals
Ingratiation
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21. [Using Influence Tactics ]
Develop and maintain open lines of communication in all directions
Treat the targets of influence attempts with basic respect
Understand that influence relationships are reciprocal
Direct influence attempts towards organizational goals
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Political Skill
ability to get things done through positive interpersonal relationships outside the formal organization
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23. [Managing Political Behavior]
Recognize it
Open communication
Clarify performance expectations
Participative management
Encourage cooperation among work groups
Manage scarce resources well
Provide a supportive organizational climate
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Perception
Of Politics
Psychological
Strain
Morale
Job Satisfaction
Affective
Commitment
Turnover
Intentions
Performance
Task
OCB + -
Chang, C., Rosen, C., Levy, P AMJ, 52(4):
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25. © 2011 Cengage Learning. All rights reserved.
Managing Up: The Boss
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Managing Up: The Boss
SOURCE: Reprinted by permission of Harvard Business Review. From “Managing Your Boss,” by J. J. Gabarro and
J. P. Kotter, (May–June 1993): p Copyright © 1993 by the Harvard Business School Publishing Corporation; all
rights reserved.
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Empowerment
creating conditions for heightened motivation through the development of a strong sense of personal self-efficacy
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28. Four Dimensions of Empowerment
Meaning
Competence
Self-
determination
Impact
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29. [Guidelines for Empowering]
Express confidence in employees and set high performance expectations
Create opportunities for participative decision making
Remove bureaucratic constraints that stifle autonomy
Set inspirational and meaningful goals
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