Power
and
Politics
Reporter:
Aljohn G. Mangudadatu
WHAT IS POWER?
Power
A capacity of Ann has to influence the behavior of Ben so
that he acts in accordance with Ann’s wishes.
The ability to get someone to do something you want
done.
The ability to make things happen in the way you want.
Dependency
Ben’s relationship to Ann when Ann possesses something
that Ben requires
CONTRASTING LEADERSHIP AND POWER
Leadership Power
Focuses on goal Used as a means for
achievement achieving goals
Requires goal Requires follower
compatibility with dependency
followers Used to gain lateral and
Focuses influence upward influence
downward
Research Focus Research Focus
Leadership styles and Power tactics for
relationships with gaining compliance
followers
BASES OF POWER
Formal Power
Coercive power
Reward Power
Legitimate Power
Personal Power
Expert power
Referent Power
FORMAL POWER
Based on an individual’s position in
an organization. It can come from the
ability to coerce or reward, or from
formal authority.
(1) COERCIVE POWER
EXAMPLES OF COERCIVE POWER
(2) REWARD POWER
Reward power is the opposite
of coercive power. It is simply
the power of a manager to give
some type of reward to an
employee as a means to
influence the employee to act.
Rewards can be tangible and
intangible.
TANGIBLE REWARDS
INTANGIBLE REWARDS
(3) LEGITIMATE POWER
EXAMPLES OF LEGITIMATE POWER
PERSONAL POWER
It comes from an individual’s unique
characteristics.
(1) EXPERT POWER
EXAMPLE OF EXPERT POWER
(2) REFERENT POWER
EXAMPLES OF REFERENT POWER
DEPENDENCY: 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
Non-substitutability of the resource
POWER TACTICS
Influence Tactics
Power Tactics • Legitimacy
Ways in which • Rational persuasion
individuals translate
power bases into • Inspirational appeals
specific actions • Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
PREFERRED POWER TACTICS BY
INFLUENCE DIRECTION
Upward Influence Downward Influence Lateral Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
POSITIVE EFFECTS OF POWER
NEGATIVE EFFECTS OF POWER
NEGATIVE EFFECTS OF POWER
NEGATIVE EFFECTS OF POWER
STEPS FOR MANAGERS TO TAKE TO
PREVENT SEXUAL HARASSMENT
Make sure a policy against it is in place.
Ensure that employees will not encounter
retaliation if they file a complaint.
Investigate every complaint and include the
human resource and legal departments.
Make sure offenders are disciplined or
terminated.
Set up in-house seminars and training.
POLITICS: 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
Legitimate Political Behavior
Normal everyday politics
Illegitimate Political Behavior
Extreme political behavior that violates the implied rules
of the game
POLITICS IS IN THE EYE OF THE
BEHOLDER
“Political” Label “Effective Management” Label
1. Blaming others vs. Fixing responsibility
2. “Kissing up” vs. Developing working relationships
3. Apple polishing vs. Demonstrating loyalty
4. Passing the buck vs. Delegating authority
5. Covering your rear vs. Documenting decisions
6. Creating conflict vs. Encouraging change and innovation
7. Forming coalitions vs. Facilitating teamwork
8. Whistle blowing vs. Improving efficiency
9. Scheming vs. Planning ahead
10. Overachieving vs. Competent and capable
11. Ambitious vs. Career-minded
Source: Based on T. C. Krell, M. E.
Mendenhall, and J. Sendry, “Doing
12. Opportunistic vs. Astute Research in the Conceptual Morass
of Organizational Politics,” paper
13. Cunning vs. Practical-minded presented at the Western Academy of
Management Conference, Hollywood,
14. Arrogant vs. Confident CA, April 1987.
15. Perfectionist vs. Attentive to detail
FACTORS THAT INFLUENCE POLITICAL
BEHAVIORS
EMPLOYEE RESPONSES TO
ORGANIZATIONAL POLITICS
DEFENSIVE BEHAVIORS
Avoiding Action
• Overconforming
• Buck passing Avoiding Blame
• Playing dumb • Buffing
Avoiding Change
• Stretching • Playing safe
• Prevention
• Stalling • Justifying
• Self-protection
• Scapegoating
• Misrepresenting
IMPRESSION MANAGEMENT (IM)
Impression Management IM Techniques
The process by which
• Conformity
individuals attempt to control
the impression others form of • Excuses
them
• Apologies
• Self-Promotion
• Flattery
• Favors
• Association
Thank you for listening!
