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Course 5

POWER AND POLITICS
CHAPTER OVERVIEW If you want to get things done in a group or organization, it helps to have power. As a manager who wants to maximize your power, you will want to increase others’ dependence on you. You can, for instance, increase your power in relation to your boss by developing knowledge or a skill that he needs and for which he perceives no ready substitute, but power is a two-way street. You will not be alone in attempting to build your power bases. Others, particularly employees and peers, will be seeking to make you dependent on them. The result is a continual battle. While you seek to maximize others’ dependence on you, you will be seeking to minimize your dependence on others, and, of course, others you work with will be trying to do the same. Few employees relish being powerless in their job and organization. It has been argued, for instance, that when people in organizations are difficult, argumentative, and temperamental, it may be because they are in positions of powerlessness, where the performance expectations placed on them exceed their resources and capabilities. There is evidence that people respond differently to the various power bases. Since people are more likely to enthusiastically accept and commit to an individual whom they admire or whose knowledge they respect (rather than someone who relies on his or her position to reward or coerce them), the effective use of expert and referent power should lead to higher employee performance, commitment, and satisfaction. Competence especially appears to offer wide appeal, and its use as a power base results in high performance by group members. The message for managers seems to be: Develop and use your expert power base! The effective manager accepts the political nature of organizations. By assessing behavior in a political framework, you can better predict the actions of others and use this information to formulate political strategies that will gain advantages for you and your work unit. Some people are just significantly more “politically astute” than are others. Those who are good at playing politics can be expected to get higher performance evaluations, and hence, larger salary increases and promotions. They are more likely to exhibit higher job satisfaction. EXPANDED CHAPTER OUTLINE A Definition of Power 1. Definition: Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A’s wishes. • Power may exist but not be used. It is, therefore, a capacity or potential.

2. Probably the most important aspect of power is that it is a function of dependency. • The greater B’s dependence on A, the greater is A’s power in the relationship.

• Dependence, in turn, is based on alternatives that B perceives and the importance that B places on the alternative(s) that A controls.

or demote B. Leaders achieve goals. A possesses coercive power over B. The research on power has tended to encompass a broader area and focus on tactics for gaining compliance. and power is a means of facilitating their achievement. b. suspend. Leaders use power as a means of attaining group goals. Leadership focuses on the downward influence on one’s followers. . Contrasting Leadership and Power 1. 2. Leadership research. Power does not require goal compatibility. or the controlling by force of basic physiological or safety needs. if A can assign B work activities that B finds unpleasant or treat B in a manner that B finds embarrassing. • These rewards can be anything that another person values. A has coercive power over B if A can dismiss. one who can distribute rewards that others view as valuable will have power over those others. Differences between Leadership and Power: • Goal compatibility: a. on the other hand. • At the organizational level. Formal Power 1. assuming that B values his or her job. therefore. • The direction of influence: a. • People comply because doing so produces positive benefits. • Similarly. d. • It rests on the application. for the most part. or the threat of application. Coercive Power: • The coercive power base is being dependent on fear. requires some congruence between the goals of the leader and those being led. Power does not minimize the importance of lateral and upward influence patterns. emphasizes style. of physical sanctions such as the infliction of pain. merely dependence. the generation of frustration through restriction of movement. c. Leadership. 2.• A person can have power over you only if he or she controls something you desire. b. Bases of Power A. Reward Power: • The opposite of coercive power is reward power.

b. is broader than the power to coerce and reward. managers have access to data that subordinates do not have). others become dependant on them. (For example. When people have needed information. If I admire and identify with you. B. 3. the most frequent access power is one’s structural position.• Coercive power and reward power are actually counterparts of each other. It represents the power a person receives as a result of his/her position in the formal hierarchy. It includes acceptance of the authority of a position by members of an organization. we become increasingly dependent on experts to achieve goals. Charismatic Power: . If you can give someone something of positive value or remove something of negative value. you have coercive power over that person. however. 3. • Legitimate power. If you can remove something of positive value from another or inflict something of negative value upon him/her. 4. Personal Power 1. 2. Expert Power: • Expert power is "influence wielded as a result of expertise. a. Referent Power: • Its base is identification with a person who has desirable resources or personal traits. or knowledge. it is a lot like charisma. special skill." • Expertise has become a powerful source of influence as the world has become more technological. As jobs become more specialized. • Referent power explains why celebrities are paid millions of dollars to endorse products in commercials. you can exercise power over me because I want to please you. Legitimate Power: • In formal groups and organizations. • Positions of authority include coercive and reward powers. • Referent power develops out of admiration of another and a desire to be like that person. Information Power: • Refers to power that comes from access to and control over information. you have reward power over that person.

A resource needs to be perceived as scarce to create dependency. • Others follow because they can articulate attractive visions. • Scarcity a. you gain power over them. therefore. the more power that control over that resource provides. then. Low-ranking members in an organization who have important knowledge not available to high-ranking members gain power over the high-ranking members. d. • Nonsubstitutability a. c. is inversely proportional to the alternative sources of supply. This is why most organizations develop multiple suppliers rather using just one. a. take personal risks. which are far more attractive than can those in occupations where there is an abundance of candidates. What Creates Dependency? • Importance a. When you possess anything that others require but that you alone control. b. Using power tactics to translate power into action . the thing(s) you control must be perceived as being important. Organizations actively seek to avoid uncertainty. a. Dependency: The Key to Power 1. the greater the power A has over B. 2. The scarcity-dependency relationship can further be seen in the power of occupational categories. Power Tactics 1. • Dependency. those individuals or groups who can absorb an organization’s uncertainty will be perceived as controlling an important resource. c. Therefore. It also explains why so many of us aspire to financial independence. To create dependency.• Is an extension of referent power stemming from an individual’s personality and interpersonal style. The General Dependency Postulate: • The greater B’s dependency on A. b. b. etc. demonstrate follower sensitivity. you make them dependent upon you and. The more that a resource has no viable substitutes. Individuals in occupations in which the supply of personnel is low relative to demand can negotiate compensation and benefit packages.

If ineffective. can combine their resources to increase rewards for themselves. Increase motivation and support. request is in accord with organizational policies or rules. f. 4. It is necessary for coalitions in organizations to seek a broad constituency. e. involve people in deciding how the pan will be implemented. • In such cases. d. Reward with benefits or favors in exchange for following a request. Inspirational appeals. appeal to values. The decision must also be implemented. b. Ingratiation. 3. Consultation. The implementation of and commitment to the decision is at least as important as the decision. by joining together. or friendship prior to making request h. hopes. needs.• Research has identified nine distinct influence tactics: a. • Successful coalitions have been found to contain fluid membership and are able to form swiftly. demands. Exchange. In political science theory. e. a. Predictions about Coalition Formation • First. risky. d. Those “out of power” and seeking to be “in” will first try to increase their power individually. request is reasonable. This coalition expansion is to facilitate consensus building f. Rational persuasion. Use warnings. Power in Groups: Coalitions 1. b. i. Decision-making in organizations does not end just with selection from among a set of alternatives. The natural way to gain influence is to become a power holder but this may be difficult. Personal appeals. Use flattery. 2. or impossible. More coalitions will likely be created where there is a great deal of task and resource interdependence. coalitions move the other way—they try to minimize their size. a. Enveloping emotional commitment. costly. coalitions in organizations often seek to maximize their size. c. Coalitions. Relying on one’s authority position. and aspirations. . and threats. Ask for compliance based on friendship or loyalty g. Logical arguments and factual evidence.. • Another prediction relates to the degree of interdependence within the organization. achieve their target issue. praise. Legitimacy. c. and quickly disappear. Enlist other people to persuade others. efforts will be made to form a coalition of two or more “outs” who. the alternative is to form a coalition—an informal group bound together by the active pursuit of a single issue. Pressure.

whistle blowing. This sets up the potential for conflict over resources. Politics is a fact of life in organizations. • Finally. but that influence. the greater their substitutability. there will be less interdependence among subunits and less coalition formation activity where subunits are largely self-contained or resources are abundant. Resources in organizations are also limited. criteria. • Gains by one individual or group are often perceived as being at the expense of others. 2. or attempt to influence. Because resources are limited. forming coalitions. b. and symbolic protests. c. whistle blowing. coalition formation will be influenced by the actual tasks that workers do. • Illegitimate political behaviors that violate the implied rules of the game. A. . etc. goals. not everyone’s interests can be provided for causing the conflict. such as sabotage. This definition encompasses key elements. and interests. etc. • The vast majority of all organizational political actions are legitimate. The more that the work that people do is routine. 3. or processes used for decisionmaking. 2. which often turns potential conflict into real conflict. The more routine the task of a group. Political behavior is outside one’s specified job requirements. leaking confidential information. the distribution of advantages and disadvantages within the organization. It encompasses efforts to influence the goals. spreading rumors. The Reality of Politics 1.b. b. Organizations are made up of individuals and groups with different values. 3. In contrast. a. bypassing the chain of command. The extreme illegitimate forms of political behavior pose a very real risk of loss of organizational membership or extreme sanction. Politics: Power in Action 1. The “Legitimate-Illegitimate” Dimension • Legitimate political behavior refers to normal everyday politics—complaining to your supervisor. • These forces create a competition. Definition: those activities that are not required as part of one’s formal role in the organization. It includes such varied political behaviors as withholding key information from decision makers. etc. the greater the likelihood that coalitions will form. a.

however. 7. • Being perceived positively by others should have benefits for people in organizations. A. What is good performance? b. 6. a. The process by which individuals attempt to control the impression others form of them • We know that people have an ongoing interest in how others perceive and evaluate them. It is a de-motivating force and performance may suffer as a result. employees quit. B. When it get too much to handle. 3. • Low political skills individuals often respond with defensive behaviors—reactive and protective behaviors to avoid action. It is possible for an organization to be politics free. There is very strong evidence indicating that perceptions of organizational politics are negatively related to job satisfaction. if all members of that organization hold the same goals and interests. How Do People Respond to Organizational Politics? 1. 3. The effect of politics is moderated by the knowledge the individual has of the decision making system and his/her political skills: • High political skills individuals often have improved performance. What’s an adequate improvement? 5. In countries that are more unstable politically. workers will tolerate higher levels of politicking that more politically stable counties. that is not the organization most people work in. The most important factor leading to politics within organizations is the realization that most of the “facts” that are used to allocate the limited resources are open to interpretation. 2. These are activities we call politicking. Reaction to organizational politics is also moderated by culture. The perception of politics leads to anxiety or stress. people within organizations will use whatever influence they can to taint the facts to support their goals and interests.4. change. (see Exhibit 13-6) 5. Most managerial decisions take place in the large and ambiguous middle ground of organizational life. Because most decisions have to be made in a climate of ambiguity. . Impression Management 1. or blame.