1. Power and Influence in the Workplace
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

2. The Meaning of Power
Power is the capacity of a person, team, or organization to influence others
Can involve the “potential” to use it – not the actual use of it
People have power they don’t use – and may not know they possess
It’s a perception
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3. Bases of Power
French and Raven (1959) argue that power can be based on one’s position in an organization (that is, level or title in the organizational hierarchy):
Legitimate (Normative)
Reward
Coercive
Power can also be based on one’s relationship with others and his or her behavior towards them:
Expert
Referent (Charismatic)
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4. Model of Power in Organizations
Over Others
Sources (Bases) of Power
Contingencies
of Power
Legitimate
Reward
Coercive
Expert
Referent
French and Raven (1959)
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5. Sources of Power
Legitimate
An understanding or belief that people in certain titles roles can request certain behaviors of others
Based on job descriptions and mutual agreement
Power comes from one’s formal position of command and/or his or her decision-making authority; however, people are obeying the position – not the person – and therefore, his or her power can dissolve with the loss of that position or title
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6. Sources of Power
Legitimate
The ability to control the allocation of rewards and/or to remove negative sanctions, threats, or discomfort
However, the rewards must be valued
Rewards include bonuses, raises, promotions, recognition, or protection
Operates upward as well as downward
Reward
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7. Sources of Power
Legitimate
Forceful use of threats, punishment, or the withholding of rewards to gain compliance (usually against one’s will)
Includes use of reprimands, probation, demotions, suspensions, or firing
Can easily be abused
Operates upward as well as downward
Peer pressure is a form of coercive power
Reward
Coercive
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8. Sources of Power
Legitimate
Based on one’s knowledge, skill, ability, or expertise
It is particularly respected if it is unique, rare, or valuable to organizational survival
Often linked to trust and respect in an organization
Can be a problem if one is “too specialized” or withholds information
More employees can hold expert power over their employers in a knowledge economy
Reward
Coercive
Expert
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9. Sources of Power
Legitimate
Power wielded through “likability,” charisma, respect, or fame
The person is often looked up to as a role model; type of power often wielded by celebrities – can be gained very quickly (and lost just as quickly)
In an abusive way, it can be used to isolate someone socially
Reward
Coercive
Expert
Referent
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10. Employee Responses to Power
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11. Information and Power Power based on control over information flow
Based on legitimate power (and maybe some expert power)
Relates to the formal communication network
Information is the basis for making effective decisions – thus, those who control the flow of information often have the most power
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12. Power Through Control of Information Flow
Wheel formation
All-channels formation
This person has high information control
These people individually have low information control
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13. Contingencies of Power
over others
Sources
of Power
Contingencies
of Power
Substitutability
Centrality
Discretion
Visibility
Uncertainty
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14. Substitutability
Refers to other sub-units’ abilities to perform activities of another sub-unit
The lower the substitutability of a sub-unit, the greater its power
A sub-unit can increase its power by assuming responsibility for those activities most critical to the organization
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15. Centrality Sub-units most central to the flow of work acquire power
A sub-unit that can affect other sub-units has some degree of centrality and power
A sub-unit also possesses power if its activities have a more immediate impact than those of other sub-units
The higher the pervasiveness and immediacy of the work flow of a sub-unit, the greater its power
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16. Discretion and Visibility
The freedom to exercise judgment
Rules limit discretion (and thus, rules limit power)
Also can be a perception (that is, acting as if you have discretion)
Visibility
Symbols communicate your power source(s)
Educational diplomas
Clothing, tools, equipment, etc. (stethoscope around neck)
Salience
Location – Others are more aware of your presence
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17. Coping with Uncertainty
Coping with uncertainty gives a sub-unit power via…
Prevention – A sub-unit works toward reducing the probability that some future problem or difficulty will arise
Forecasting (Information) – Timely planning and accurate forecasting or prediction based on data interpretation and use of key resources
Absorption – Taking on another sub-unit’s issues or problems
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18. Networking and Power
Cultivating social relationships with others to accomplish one’s goals
Increases power through:
Social capital
Referent power
Visibility and centrality
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19. Impression Management
Behaviors individuals use to…
Preserve their self-image
Influence the ways in which others perceive them
Create a favorable impression with important others in the workplace
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20. Impression Management – Public Opinion
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21. Upward Impression Management
Favorable upward impressions:
Job-focused (manipulating information about one’s job performance)
Supervisor-focused (praising or doing favors for the boss)
Self-focused (being polite and nice)
Unfavorable upward impressions:
Decreasing performance
Not working up to one’s potential
Withdrawing
Displaying a bad attitude
Broadcasting one’s limitations
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22. Impression Management Tactics
Self-Presentation
Smiling
Making eye contact
Positive tone of voice
Appropriate dress
High level of energy
Other-Enhancement
Doing favors for others
Using flattery
Showing interest in others
Being an active listener
Agreeing with others’ opinions
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23. Influencing Others
Influence – Any behavior that attempts to alter someone’s attitudes or behavior
Applies one or more power bases
Process through which people achieve organizational objectives
Operates up, down, and across the organizational hierarchy
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24. Principles of Influence
Liking – People tend to like those who like them; the more we like the other person, the more likely we’ll comply with their requests
Social Proof – People tend to follow those most like themselves; role models and peer pressure are powerful forces
Reciprocity – The belief that both good and bad deeds should be repaid in kind
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25. Principles of Influence
Authority – People tend to defer to and respect credible experts
Scarcity – Requests that emphasize scarcity, or the fact that some object, opportunity, or outcome will soon no longer be available, are difficult to resist
Consistency – Once individuals have stated a commitment, they tend to act in accordance with that commitment
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26. Types of Influence Silent Authority Assertiveness
Following requests without overt influence
Based on legitimate power and role modeling
Common in high power distance cultures
Assertiveness
Actively applying legitimate and coercive power (“vocal authority”)
Reminding, confronting, checking, and threatening
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27. Types of Influence Information Control Coalition Formation
Manipulating others’ access to information
Withholding, filtering, or re-arranging information
Coalition Formation
Group forms to gain more power than individuals alone
Pools resources/power
Legitimizes the issue
Power through social identity
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28. Types of Influence Upward Appeal Persuasion
Appealing to higher authority
Includes appealing to firm’s goals
Alliance or perceived alliance with higher status person
Persuasion
Logic, facts, emotional appeals
Depends on persuader, message content, message medium, audience
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29. Ingratiation/ Impression Management
Types of Influence
Ingratiation/ Impression Management
Increase liking by, or perceived similarity to, the target person
Exchange
Promising or reminding of past benefits in exchange for compliance
Includes negotiation and networking
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30. Consequences of Influence Tactics
People oppose the behavior desired by the influencer; request will be ignored, resisted, or disregarded altogether
Motivated by external sources (rewards or punishments) to implement request
Identify with and highly motivated to implement request
Resistance
Compliance
Commitment
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31. Consequences of Influence Tactics
Hard Influence Tactics
Silent authority
Upward appeal
Coalition formation
Information control
Assertiveness
Persuasion
Ingratiation and Impression management
Exchange
Soft Influence Tactics
Resistance
Compliance
Commitment
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32. Workplace Bullying
Repeated non-physical, health-impairing psychological mistreatment that falls outside discriminatory harassment
Affects turnover, productivity, and has a potential for litigation
How to deal with a bully:
Have a high-ranking supervisor and/or HR representative clamp down on the bully by…
Stating the behavior will not be tolerated
Noting that he/she will be monitored
Stress that he/she will be fired if the behavior continues
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33. Obedience
Exercising power in an authoritative way isn’t the only way power can be exerted
Power is often exerted by individuals who have only minimal or no actual power
An individual may be able to influence others simply because he or she is perceived to have power
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34. Obedience
Defined as compliance due to one’s real or perceived authority
Requests are often perceived as “commands”
Milgram studied obedience to orders that inflict harm
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35. Milgram’s Study of Obedience
Roles of “teacher”(S) and “learner” (A) (but learner was always a confederate)
Teacher watched learner being strapped into chair and connected to shock box
Learner expresses concern over his “heart condition”
Teacher leaves room with experimenter (E) to begin the study
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36. Milgram’s Study of Obedience
Shock box ranged from 15 to 450 volts – labeled “slight shock” to “XXX”
Teacher was told to give higher shocks for every mistake the learner made
As the shocks intensified, the learner protested more and more
Experimenter continues to request obedience – even if the teacher hesitates or questions it
Remember…the shocks were not real!
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37. Milgram’s Study of Obedience
XXX
( )
Percentage of subjects who obeyed experimenter
100 90 80 70 60 50 40 30 20 10
Slight
(15-60)
Moderate
(75-120)
Strong
( )
Very
strong
( )
Intense
( )
Extreme
intensity
( )
Danger
severe
( )
Shock levels (in volts)
The majority of
subjects continued
to obey to the end
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38. Variations on Milgram’s Study
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39. Explaining Milgram’s Findings
Were these people abnormal?
Numerous replications with a variety of people shows anyone is capable of this
Are people, in general, sadistic?
Videotapes of Milgram’s subjects show extreme distress
Although 84% later said they were glad to have participated and fewer than 2% said they were sorry, there are still many ethical problems with such a study
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40. Zimbardo’s Stanford Prison Experiment
Twenty-four male college students randomly assigned to role of “guard” or “prisoner”
After a relatively boring first day of settling into their roles, the prisoners became cagey and insolent and the guards became controlling and sadistic
Stopped after only 6 days because of escalating violence and abuse
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41. Deadly Acts of Obedience
My Lai Massacre
350 – 500+ dead
Holocaust
6 million – 17 million dead
Rwanda
800,000 – 1 million dead
Jonestown
900+ dead
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42. Organizational Politics
The intentional act of influence to protect or enhance one’s own self-interests in an organization
May be individual- or group-focused
May or may not parallel organizational goals
Political activity is self-conscious and intentional
Coalitions sometimes form, which are informal, temporary, and single-issue alliances
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43. Conditions for Organizational Politics
Tolerance of
Politics
Scarce
Resources
Conditions
Supporting
Organizational
Politics
Organizational
Change
Complex and
Ambiguous
Decisions
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44. Minimizing Political Behavior
Screen out overly political individuals at the initial hiring stage
Introduce clear rules for acquiring scarce resources
Utilize effective organizational change practices
Suppress any norms or attitudes that support or tolerate self-serving behaviors
Leaders need to model organizational citizenship
Give employees more control over their work
Communicate – keep employees informed (“open book” management)
Establish formal conflict resolution and grievance processes
An ethics filter – the “how would it look on TV?” test
Publicly recognize and reward employees who get results without playing political games
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