14. power & politics

ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

Chapter 14Chapter 14

Power and Politics

TWELFTH EDITION

© 2005 Prentice Hall Inc. All rights reserved. 14–2

A Definition of PowerA Definition of Power

A B

Power

A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.- Dependency

B’s relationship to A when A possesses something that B requires.


Contrasting Leadership and PowerContrasting Leadership and Power

Leadership– Focuses on goal

achievement.– Requires goal

compatibility with followers.

– Focuses influence downward.

Research Focus– Leadership styles

and relationships with followers

Power– Used as a means

for achieving goals.

– Requires follower dependency.

– Used to gain lateral and upward influence.

Research Focus– Power tactics for

gaining compliance


Bases of Power: Formal PowerBases of Power: Formal Power

1. Coercive PowerA power base dependent on fear.2. Reward PowerCompliance achieved based on the ability to distribute rewards that others view as valuable

Formal Power

Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.


- Information Power

Power that comes from access to and control over information.

3. Legitimate PowerThe power a person receives as a result of his or her position in the formal hierarchy of an organization.

It represents formal authority to control and use organizational resources based on structural position in the organization.

Bases of Power: Formal PowerBases of Power: Formal Power


Expert Power

Influence based on special skills or knowledge.Referent Power

Influence based on possession by an individual of desirable resources or personal traits.Charismatic Power

An extension of referent power stemming from an individual’s personality and interpersonal style.

Bases of Power: Personal PowerBases of Power: Personal Power


Dependency: The Key To PowerDependency: The Key To Power

The General Dependency Postulate

– The greater B’s dependency on A, the greater the power A has over B.

– Possession/control of scarce organizational resources that others need makes a manager powerful.

– Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.

What Creates Dependency

– Importance of the resource to the organization

– Scarcity of the resource

– Nonsubstitutability of the resource


Power TacticsPower Tactics

Influence Tactics:

• Legitimacy

• Rational persuasion

• Inspirational appeals

• Consultation

• Exchange

• Personal appeals

• Ingratiation

• Pressure

• Coalitions

Influence Tactics:

• Legitimacy

• Rational persuasion

• Inspirational appeals

• Consultation

• Exchange

• Personal appeals

• Ingratiation

• Pressure

• Coalitions

Power Tactics

Ways in which individuals translate power bases into specific actions.


Power in Groups: CoalitionsPower in Groups: Coalitions

• Seek to maximize their size to attain influence.

• Seek a broad and diverse constituency for support of their objectives.

• Occur more frequently in organizations with high task and resource interdependencies.

• Occur more frequently if tasks are standardized and routine.

• Seek to maximize their size to attain influence.

• Seek a broad and diverse constituency for support of their objectives.

• Occur more frequently in organizations with high task and resource interdependencies.

• Occur more frequently if tasks are standardized and routine.

Coalitions

Clusters of individuals who temporarily come together to a achieve a specific purpose.


Sexual Harassment: Unequal Power in the Workplace

Sexual Harassment: Unequal Power in the Workplace

Sexual Harassment

– Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature.

Sexual Harassment: Manager’s Role in Preventing sexual harassment,

Sexual Harassment: Manager’s Role in Preventing sexual harassment,

Make sure an active policy defines what constitutes sexual harassment

Ensure employees that they will not face retaliation if they issue a complaint.

Investigate every complaint and involve both legal and HR departments.

Make sure offenders are disciplined or terminated.

Set up in-house seminars to raise employee awareness about these issues.



Politics: Power in ActionPolitics: Power in Action

Political Behavior

Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization.E.g.: withholding key information, whistle blowing, spreading rumors, joining coalition, exchanging favors, lobbying etc.

Legitimate Political BehaviorNormal everyday politics.

Illegitimate Political BehaviorExtreme political behavior that violates the implied rules of the game.


Factors That Influence Political BehaviorsFactors That Influence Political Behaviors

E X H I B I T 13–4E X H I B I T 13–4


Employee Responses to Organizational Politics

Employee Responses to Organizational Politics

E X H I B I T 13–5E X H I B I T 13–5


Defensive BehaviorsDefensive BehaviorsAvoiding Action:

• Overconforming

• Buck passing

• Playing dumb

• Stretching

• Stalling: (appearing supportive)

Avoiding Action:

• Overconforming

• Buck passing

• Playing dumb

• Stretching

• Stalling: (appearing supportive)

Avoiding Blame:

• Buffing (showing competence)

• Playing safe

• Justifying

• Scapegoating

• Misrepresenting

Avoiding Blame:

• Buffing (showing competence)

• Playing safe

• Justifying

• Scapegoating

• Misrepresenting Avoiding Change:

• Prevention

• Self-protection

Avoiding Change:

• Prevention

• Self-protection

E X H I B I T 14–6E X H I B I T 14–6


Impression Management (IM)Impression Management (IM)

IM Techniques:

• Conformity

• Excuses

• Apologies

• Self-Promotion

• Enhancement

• Flattery

• Favors

• Exemplification

IM Techniques:

• Conformity

• Excuses

• Apologies

• Self-Promotion

• Enhancement

• Flattery

• Favors

• Exemplification

Impression Management

The process by which individuals attempt to control the impression others form of them.

Source: Based on B. R. Schlenker, Impression Management (Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, “Impression Management in Organizations,” Journal of Management, June 1988, p. 332; and R. B. Cialdini, “Indirect Tactics of Image Management Beyond Basking,” in R. A. Giacalone and P. Rosenfeld (eds.), Impression Management in the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 45–71.

E X H I B I T 13–6E X H I B I T 13–6


Is A Political Action Ethical?Is A Political Action Ethical?

UtilitarianismUtilitarianismUtilitarianismUtilitarianism RightsRightsRightsRights JusticeJusticeJusticeJustice

E X H I B I T 13–8E X H I B I T 13–8

Source: Adapted from G.F. Cavanagh, D. Moberg, and M. Valasquez, “The Ethics of Organizational Politic,” Academy of Management Review, July 1981, p. 368. Reprinted with permission.

14. power & politics

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