business leadership and organizational behavior power & politics craig w. fontaine, ph.d
TRANSCRIPT
Business Leadership and
Organizational Behavior
Business Leadership and
Organizational Behavior
Power & Politics
Craig W. Fontaine, Ph.D.
Leadership and PowerLeadership and Power
Leadership– Focuses on goal
achievement.– Requires goal
compatibility with followers.
– Focuses influence downward.
Power– Used as a means
for achieving goals.
– Requires follower dependency.
– Used to gain lateral and upward influence.
A Definition of PowerA Definition of Power
A B
Bases of Power – Formal (3)Bases of Power – Formal (3)
This is perhaps the most Potent Source of Power !
Bases of Power - FormalBases of Power - Formal
coercive power
A power base dependent on fear. Managers have coercive power through their authority to reprimand, demote, and fire employees.
reward power
Compliance achieved based on ability to distribute rewards that others view as valuable.
Bases of Power - Personal PowerBases of Power - Personal Power
Bases of Power - Personal PowerBases of Power - Personal Power
Lateral relationships (people & departments)
Amount of power is dependent on strategic positioning: Dependency Financial contribution Centrality Discretion Visibility
Horizontal Sources of Power are ImportantHorizontal Sources of Power are Important
Power TacticsPower Tactics
12-11
CoalitionsCoalitions
An informal group bound together by the active pursuit of a single issue
Coalitions in organization often seek to maximize their size
More coalitions will likely be created when there is a great deal of task and resource interdependence
The more routine the task of a group, the greater likelihood that coalitions will form
Network Level
Coalition Level
Individual Level
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Cooperative pursuit of group interests in specific issues
Individual pursuit of general self-interests
Levels of Political Action in OrganizationsLevels of Political Action in Organizations
12-13
Effectiveness of Influence TacticsEffectiveness of Influence Tactics
Rational persuasion, inspirational appeals and consultation are most effective
Pressure is least effective Using more than one compatible tactic at the
same time or sequentially increases chance of success
“Softer” tactics work better than “harder” tactics
Use of Power Tactics: From Most to Least Popular
Use of Power Tactics: From Most to Least Popular
Frequency of Outcomes for the Use of Political Influence Tactics
Frequency of Outcomes for the Use of Political Influence Tactics
Outcomes
Influence Tactic Resistance Compliance Commitment
1. Consultation 18% 27% 55%
2. Rational persuasion 47 30 23
3. Inspiration 0 10 90
4. Ingratiation 41 28 31
5. Coalition 53 44 3
6. Pressure 56 41 3
7. Legitimating 44 56 0
8. Personal appeals 25 33 42
9. Exchange 24 41 35
Power and Political TacticsPower and Political Tactics
Tactics for Increasing the Power Base
Political Tactics for Using Power
Tactics for EnhancingCollaboration
1. Enter areas of high uncertainty
1. Build coalitions 1. Create integration devices
2. Create dependencies
2. Expand networks 2. Use confrontation and negotiation
3. Provide resources 3. Control decision premises
3. Schedule inter-group consultation
4. Satisfy strategic contingencies
4. Enhance legitimacy and expertise
4. Practice member rotation
5. Make preferences explicit, but keep power implicit
5. Create super ordinate goals
Politics: Power in ActionPolitics: Power in Action
Politics Is in the Eye of the BeholderPolitics Is in the Eye of the Beholder
Factors That Influence Political Behaviors
Factors That Influence Political Behaviors
Employee Responses to Organizational Politics
Employee Responses to Organizational Politics
Defensive Behaviors
Defensive BehaviorsAvoiding Action:
• Overconforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Action:
• Overconforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Blame:
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
Avoiding Blame:
• Buffing
• Playing safe
• Justifying
• Scapegoating
• MisrepresentingAvoiding Change:
• Prevention
• Self-protection
Avoiding Change:
• Prevention
• Self-protection
12-24
Implications for ManagersImplications for Managers
Accept the political nature of organizations Increase power by:
– Acquire the bases of power that are most useful (expert, referent)
– Use the power tactics that are most effective (consultation, inspirational appeal)
– Avoid tactics that tend to backfire (coercion)– Empowering others
The Evolution of PowerThe Evolution of Power
None
High
Deg
ree o
f Em
pow
erm
en
t
Domination Consultation Participation Delegation
Influence Sharing
Manager/leader consults followers
when making decisions
Power Sharing
Manager/leader and
followers jointly make
decisions
Power Distribution Followers are granted authority to
make decisions
Authoritarian Power
Manager/leader impose decisions
12-26
Persuading Others (another author’s view)Persuading Others (another author’s view)
• Liking - Liking - people tend to like those who like them
• Reciprocity - Reciprocity - the belief that both good and bad deeds should be repaid in kind—virtually universal
• Social proof - Social proof - people tend to follow the lead of those most like themselves
• Consistency - Consistency - people tend to do what they are personally committed to do
• Authority - Authority - people tend to defer to and respect credible experts
• Scarcity - Scarcity - people want items, information, and opportunities that have limited availability
Are You Politically Naïve, Sensible, or a Political Shark?Are You Politically Naïve, Sensible, or a Political Shark?
Bully; misuse information, cultivate and use “friends” and other contacts
Manipulate; use fraud and deceit when necessary
Self-serving and predatory
Politics is an opportunity
Sharks
Negotiate, bargain
Network; expand connections; use system to give and receive favors
Further departmental goals
Politics is necessary
Sensible
None—the truth will win out
Tell it like it is
Avoid it at all costs
Politics is unpleasant
Naïve
Favorite tactics
Techniques
Intent
Underlying attitude
Characteristics
Is Political Action Ethical?Is Political Action Ethical?
UtilitarianismUtilitarianismUtilitarianismUtilitarianism RightsRightsRightsRights JusticeJusticeJusticeJustice
Keeping Organizational Politics ReasonableKeeping Organizational Politics Reasonable
Screen out overly political individuals at hiring time Create and open-book management system Establish formal conflict resolution and grievance processes As an ethics filter, do only what you would feel comfortable
doing on national television Publicly recognize and reward people who get real results
without political games