Copyright ©2012 Pearson Education Chapter 12 Power and Politics 12-1 Essentials of Organizational Behavior, 11/e Global Edition Stephen P. Robbins & Timothy A. Judge

Copyright ©2012 Pearson Education After studying this chapter, you should be able to: Define power and contrast leadership and power. 2. Contrast the five bases of power. 3. Identify nine power or influence tactics and their contingencies. 4. Identify the causes and consequences of political behavior. 5. Apply impression management techniques. 6. Show the influence of culture on the uses and perceptions of politics.

Copyright ©2012 Pearson Education Power 12-3 The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes Two facets:  Potential: power does not need to be actualized to be effective  Dependency: based on the available alternatives and their desirability

Copyright ©2012 Pearson Education Contrasting Leadership and Power 12-4 DifferencesLeadershipPower Goal Compatibility Requires goal congruence Only needs dependence Direction of Influence Focuses on downward influence Concerned with influence in all directions Research Emphasis Emphasizes leadership style Broader topic: focuses on tactics used by individuals and groups

Copyright ©2012 Pearson Education Formal Bases of Power 12-5 Due organizational position:  Coercive Power  Complies from fear of the negative results  Reward Power  Complies due to desire for positive benefits  Legitimate Power  From the formal authority to control and use organizational resources

Copyright ©2012 Pearson Education Personal Bases of Power 12-6 Stems from an individual’s unique characteristics:  Expert  Influence wielded as a result of expertise, special skill, or knowledge  Referent  Based on identification with a person who has desirable resources or personal traits - charisma

Copyright ©2012 Pearson Education Effective Power Bases 12-7  Expert and referent power are positively related to performance and commitment  Reward and legitimate power are unrelated to organizational outcomes  Coercive power is negatively related to employee satisfaction and commitment

Copyright ©2012 Pearson Education Power Tactics 12-8  Used to translate power bases into specific actions that influence others  More immediate than power bases  Can result in the accumulation of a power base

Copyright ©2012 Pearson Education Nine Influence Tactics 12-9 Legitimacy: Relying on one's positional authority or stressing the request is in accordance with organizational policies and rules. Rational persuasion: Presenting logical arguments and factual evidence to demonstrate the request is reasonable. Inspirational appeals: Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. Consultation: Increasing the target’s motivation and support by involving him or her in deciding how the plan or change will be done. Exchange: Rewarding the target with benefits or favors in exchange for following a request. Personal appeals: Asking for compliance based on friendship or loyalty. Ingratiation: Using flattery, praise, or friendly behavior prior to making the request. Pressure: Using warnings, repeated demands, and threats. Coalitions: Enlisting the aid of other people to persuade the target or using the support of others as a reason for the target to agree.

Copyright ©2012 Pearson Education Influence Tactic Effectiveness  Most effective:  Rational Persuasion  Inspirational Appeals  Consultation  Least effective:  Pressure  Combining tactics increases effectiveness  Direction, sequencing, individual skill, and organizational culture modify effectiveness  Tactic effectiveness is modified by the direction of the influence.  Downward. Inspirational appeals and pressure work best as downward influencing tactics.  Lateral. Personal appeals and coalitions are most effective as lateral influence attempts.  Upward. The only tactic that is effective across all organizational levels is rational persuasion.

Copyright ©2012 Pearson Education Politics: Power in Action Politics occur when employees convert power into action Organizational Politics: Activities not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization  Outside of job requirements  Requires the use of power

Copyright ©2012 Pearson Education Legitimacy of Political Behaviors  Based on sticking to the implied rules  Legitimate:  Normal everyday politics – complaining  Illegitimate:  “Hardball” activities such as sabotage, whistle-blowing, and symbolic protests

Copyright ©2012 Pearson Education The Reality of Politics Politics arise in organizations because of:  Conflicting interests  Limited resources  Ambiguity in decision making Politicking: twisting facts to support one’s own goals and interests

Copyright ©2012 Pearson Education Individual Factors Contributing to Political Behavior  Traits that encourage political action:  High self-monitors  High need for power  Situational influences leading to illegitimate political actions:  Lower organizational investment  Greater the number of perceived alternatives  Greater expectations of success

Copyright ©2012 Pearson Education Organizational Factors Contributing to Political Behavior  Organizational resources declining or distribution shifting  Opportunity for promotion exists  Organizational culture issues:  Low trust  Role ambiguity  Zero-sum reward allocation  High performance pressures  Leading by poor example

Copyright ©2012 Pearson Education Responses to Organizational Politics For those unwilling to play, or with modest political skills, the outcomes are negative  Moderated by individual’s understanding of who makes decisions and why they were selected  When perceived as a threat, people respond with defensive behaviors

Copyright ©2012 Pearson Education Impression Management (IM)  The process by which individuals attempt to control the impression others form of them  People may misrepresent themselves in situations of high uncertainty or ambiguity  Misrepresentations may discredit the individuals – seen as insincere or manipulative

Copyright ©2012 Pearson Education Impression Management Results  Interviews  Self-promotion and ingratiation work well  Performance Evaluations  Ingratiation positively related  Self-promotion is negatively related

Copyright ©2012 Pearson Education Techniques Used for Impression Management  Conformity  Favors  Excuses  Apologies  Self-Promotion  Enhancement  Flattery  Exemplification

Copyright ©2012 Pearson Education The Ethics of Behaving Politically Questions to consider: 1. What is the utility of engaging in the behavior? 2. How does the utility of engaging in the political behavior balance out any harm it will do to others? 3. Does the political activity conform to standards of equity and justice?

Copyright ©2012 Pearson Education Global Implications Perception of Politics:  Negative consequences are common Preference for Power Tactics:  Differences exist consistent with cultural values Effectiveness of Power Tactics:  Little evidence for differences

Copyright ©2012 Pearson Education Implications for Managers Power can be increased by:  Increasing the dependence of others  Gaining unique knowledge or skills  Minimizing one’s own dependence  Acquiring useful bases of power  Using effective power tactics  Avoiding coercion

Copyright ©2012 Pearson Education Keep in Mind…  Informal, expert, and referent power are the most important  Use consultation and inspirational appeals  IM techniques effectiveness depends on the setting

Copyright ©2012 Pearson Education Summary Defined power and contrasted leadership and power. 2. Contrasted the five bases of power. 3. Identified nine power or influence tactics and their contingencies. 4. Identified the causes and consequences of political behavior. 5. Applied impression management techniques. 6. Showed the influence of culture on the uses and perceptions of politics.

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