1. Power and Social Influence
Chapter 8
8-1

2. Definitions of Power and Social Influence
Attempts to affect or change other people
Power
Capacity or ability to change the beliefs, attitudes, or behaviors of others
Compliance vs. Acceptance
Normative influence
Informational influence
8-2

3. Definitions of Power and Social Influence
Conformity
Asch’s conformity study (1955)
Group pressure can lead to bad judgments
No direct pressure
Informational influence
Group size and unanimity
Cohesive groups
8-3

4. Definitions of Power and Social Influence
Obedience
Milgram (1974)
Obedience influenced by:
Legitimacy of authority figure
Proximity of authority figure
Proximity to victim
Presence of someone who disobeyed
Obedience occurs without punishment or reward
8-4

5. Types of Power Bases of Power Personal or soft power
Expert
Referent
Informational
More effective than positional power
Positional or harsh power
Legitimate
Reward
Coercive
8-5

6. Types of Power Influence Tactics Use depends on: Vary by: Target
Objective
Vary by:
Directness
Cooperativeness
Rationality
8-6

7. Status and the Corrupting Effect of Power
Power Dynamics
Status and the Corrupting Effect of Power
8-7

8. Power Dynamics Unequal Power in a Team Cause: Effects:
Status Differences
Effects:
Mistrust
Uneven communication
Poorer decision-making
Less satisfied and motivated members
Conflicts
Resolve using group norms
8-8

9. Power Dynamics Minority influence Impact of Interdependence
Consistency
Self confidence
Belief in autonomy
Relationship to group
Impact of Interdependence
Task interdependence
Effective if have autonomy
8-9

10. Empowerment
Dependent on organization’s willingness to share information and power with employees
Benefits
Employees:
Motivation
Sense of responsibility
Confidence
Company:
More effective teams
Greater organizational commitment
Increased employee acceptance of change
8-10

11. Empowerment Degrees of Empowerment Programs Depends on:
External leaders
Responsibility given to team
Human resources practices
Social structure of the team
Approaches to promote empowerment
Sharing information is minimum requirement
Breadth of empowerment activities
Job content, job context
8-11

12. Empowerment Successful Empowerment Programs
Limited by managerial beliefs about power
Solution:
Involve supervisors in design of empowerment programs
Evaluate and define supervisors’ responsibilities
Additional training as team leaders
Related to organization’s structure and culture
Decentralization
Formalization at higher levels
8-12

13. Application: Acting Assertively
Power Styles
8-13

14. Application: Acting Assertively
Use of Power Styles
Best approach varies on situation
Differences in power style often attributed to:
Personality
Gender
Race
8-14

15. Application: Acting Assertively
Encouraging Assertiveness
Active Listening
Positive Recognition
Clear Expectations
Saying “no”
Assertive Withdrawal
8-15

16. 8-16

17. 8-17

18. 8-18