Chapter 10

Power and Political

Behavior
 The Concept of Power
Power
- is the ability to influence someone
else.
Influence
- is the process of affecting the
thoughts, behavior, and feelings of
another person
 The Concept of Power
Authority
- is the right to influence another
person

Zone of Indifference
- the range in which attempts to
influence the employee are perceived as
legitimate and are acted on without a great
deal of thought
 Forms and Sources of Power in
Organization
Interpersonal Forms of Power
- French and Raven identified five
forms of interpersonal power that
managers use. They are reward, coercive,
legitimate, referent, and expert power
Interpersonal Forms of Power
Reward Power
- is power based on the agent's ability
to control rewards that a target wants

Coercive Power
-is power that is based on the agent's
to cause the target to have an unpleasant
experience
Interpersonal Forms of Power
Legitimate Power
- which is similar to authority, is power
based on position and mutual agreement.

Referent Power
- is an elusive power that is based on
interpersonal attraction
- Charismatic individuals are often
thought to have referent power
 Interpersonal Forms of Power
Expert Power
- is the power that exist when the agent
has specialized knowledge or skills that
the target needs.
 The target must trust that the expertise
given is accurate
 The knowledge involved must be relevant
and useful to the target
 The target's perception of the agent as an
expert is crucial
 Using Power Ethically
Mangers can work at developing all five of
these forms of power for future use. The
key to using them well is using them
ethically

Ethically – fair, orderly, and decent

Forms of Power Guidelines for use
Reward Power Verify compliance
Make feasible, reasonable request
Make only ethical request
Offer rewards desired by subordinates
Offer only credible rewards

Coercive Power Inform subordinates of rules and penalties

Warn before punishing
Administer punishment uniformly
Understand the situation before acting
Maintain credibility
Fit punishment to the infraction
Punish in private
Forms of Power Guidelines for use
Legitimate Power Be cordial and polite
Be confident
Be clear and follow up to verify
Make sure request is appropriate
Explain reasons for request
Follow proper channels
Exercise power consistently
Enforce compliance
Be sensitive to subordinate's concerns
Referent Power Treat subordinates fairly
Defend subordinate's interest
Be sensitive to subordinates feelings
Select subordinates similar to one self
Engage in role modeling
Forms of Power Guidelines for use

Expert Power Maintain credibility

Act confident and decisive
Keep informed
Recognize employee concerns
Avoid threatening subordinates
self-esteem
 Three question that show the
criteria for examining power-related
behavior
1. Does the behavior produce a good outcome
for people both inside and outside the
organization?
- this question represents the criterion of
utilitarian outcomes

2. Does the behavior respect the rights of all

parties?
- this question emphasizes the criterion of
individual rights
 Three question that show the
criteria for examining power-related
behavior

3. Does the behavior treat all parties

equitably and fairly?
-this question represents the criterion
of distributive justice
Two Faces of Power: One Positive,
One Negative
( by: McClelland )
Personal Power
- power used for personal gain only

Social Power
- power used to create motivation or to
accomplish group goals
 Four power-oriented
characteristics
 Belief in the authority system

 Preference for work and discipline

 Altruism

 Belief in justice
Intergroup Sources of Power
Control of critical resources
- When one group controls an
important resources that another group
desires, the first group holds power.
Controlling resources needed by another
group allows the power-holding group to
influence the actions of the less powerful
group.
 Intergroup Sources of Power

Strategic Contingencies
- activities that other group depend on
in order to complete their tasks.
 Three factors can give a group
control over a strategic contingency
 Ability to cope with uncertainty

 High degree of centrality within the organization

 Nonsubstitutability