eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter13
13

Power and Political

Behavior

ORGANIZATIONAL BEHAVIOR
S 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 N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
PowerPoint Presentation
Presentation
All rights reserved. by
by Charlie
Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Contrast leadership and power.
2. Define the seven bases of power.
3. Clarify what creates dependency in power
LEARNING

relationships.
4. List nine influence tactics and their
contingencies.
5. Explain how sexual harassment is about the
abuse of power.
6. Describe the importance of a political
perspective.
© 2005 Prentice Hall Inc. All rights reserved. 13–3
 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
7. List the individual and organizational factors
that stimulate political behaviors.
8. Identify seven techniques for managing the
impression one makes on others.
9. Explain how defensive behaviors can protect
LEARNING

an individual’s self-interest.
10. List the three questions that can help
determine if a political action is ethical.

© 2005 Prentice Hall Inc. All rights reserved. 13–4

 Job
Job Content
Content vs.
vs. Job
Job Context
Context
 Job Content – consists of the tasks and
procedures necessary for doing a particular job.

 Job Context – is broader. It is the reason the

organization needs the job and includes the way
the job fits into the organization’s mission, goals,
and objectives.

 Empowerment is a matter of degree. Jobs can be

thought of in two dimensions:
– Job contents
– Job context

© 2005 Prentice Hall Inc. All rights reserved. 13–5

 EMPLOYEE EMPOWERMENT GRID
To
Tohelp
helpmanagers
managersunderstand
understandthethevarying
varyingstrategies
strategiesfor
forempowerment
empowerment
and
andthe
thefive
fivestages
stagesofofdecision-making,
decision-making,the
thefollowing
followinggrid
gridwill
willbe
beutilized.
utilized.

13–6
 EMPLOYEE
EMPLOYEE EMPOWERMENT
EMPOWERMENT GRID
GRID
Point A, no discretion, represents a job that is designed and monitored by someone
other than the employees.  While the employees may give input on identifying
problems, they have no decision-making power over the solutions.  Routine and
repetitive jobs such as assembly line work are traditionally associated with this point.

Point B, task setting, gives the employees complete authority regarding job content. 
They are empowered to make every decision regarding the best ways to complete
the tasks and will be motivated by this independence to find their work more enriching
and satisfying.  Thus, performance will be improved.  Management retains control
over assigning the goals to the tasks yet allows the employees to discover the best
way to reach them.  

Point C, participatory empowerment, is common with work teams.  These teams are
given limited control as to why a certain job needs to be done and the best way to go
about doing it.  Within job content and context, they identify problems, propose
solutions and present positive and negative aspects of those solutions.  Choosing the
best solution lies with the managers. 

© 2005 Prentice Hall Inc. All rights reserved. 13–7

 EMPLOYEE
EMPLOYEE EMPOWERMENT
EMPOWERMENT GRID
GRID
Point D, mission defining, is the most unusual strategy.  Employees have the
authority to decide on the scope and purpose of a project without having any input on
how that project will be carried out.  Take the example of a building maintenance
department.  The individual gardeners could be given the choice of whether or not
they think that the various gardens around the building are looking shabby and if new
flowers should be planted.  They may also have the opportunity to decide where to
buy the flowers and which flowers to buy.  They will decide, should bulbs be planted
or fully grown flowers?  However, after the objectives of the project are in place the
maintenance management will determine when the new flowers will be planted, where
to plant them and the overall presentation of the new gardens.

Point E, self-management, signifies the highest degree of employee empowerment. 

Employees are given total authority for both job content and job context.  They have
equal involvement in developing and carrying out the goals of the organization. 
Before changing over to self-management, it is crucial for managers to have
considerable faith in their employees’ abilities to meet the needs of the organization. 
This is because self-management can blur the lines between manager and employee
to the point where the input of a manager could carry no more weight than the input of
an employee.  For this reason, few companies operate with full employee self-
management. 

© 2005 Prentice Hall Inc. All rights reserved. 13–8

 AA Definition
Definition of
of Power
Power

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

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

© 2005 Prentice Hall Inc. All rights reserved. 13–9

 Contrasting
Contrasting Leadership
Leadership and
and Power
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
– Focuses influence and upward
downward. influence.
 Research Focus  Research Focus
– Leadership styles – Power tactics for
and relationships gaining compliance
with followers

© 2005 Prentice Hall Inc. All rights reserved. 13–10

 Bases
Bases of
of Power:
Power: Formal
Formal Power
Power
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.

Coercive Power
A power base dependent on fear.

Reward Power
Compliance achieved based on
the ability to distribute rewards
that others view as valuable
© 2005 Prentice Hall Inc. All rights reserved. 13–11
 Bases
Bases of
of Power:
Power: Formal
Formal Power
Power (cont’d)
(cont’d)

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

Information Power
Power that comes from
access to and control
over information.

© 2005 Prentice Hall Inc. All rights reserved. 13–12

 Bases
Bases of
of Power:
Power: Personal
Personal Power
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.
© 2005 Prentice Hall Inc. All rights reserved. 13–13
Source: Drawing by Leo Cullum in The New Yorker, copyright ©1986 E X H I B I T 13–1
The New Yorker Magazine. Reprinted by permission.
E X H I B I T 13–1

© 2005 Prentice Hall Inc. All rights reserved. 13–14

 Dependency:
Dependency: The
The Key
Key To
To Power
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

© 2005 Prentice Hall Inc. All rights reserved. 13–15

 Power
Power Tactics
Tactics

Power Tactics
Influence
InfluenceTactics
Tactics: :
Ways in which • • Legitimacy
Legitimacy
individuals translate
• • Rational
Rationalpersuasion
power bases into persuasion
specific actions. • • Inspirational
Inspirationalappeals
appeals
• • Consultation
Consultation
• • Exchange
Exchange
• • Personal
Personalappeals
appeals
• • Ingratiation
Ingratiation
• • Pressure
Pressure
• • Coalitions
Coalitions
© 2005 Prentice Hall Inc. All rights reserved. 13–16
 Preferred
Preferred Power
Power Tactics
Tactics by
by Influence
Influence Direction
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

E X H I B I T 13–2
E X H I B I T 13–2

© 2005 Prentice Hall Inc. All rights reserved. 13–17

 Factors
Factors Influencing
Influencing the
the Choice
Choice and
and
Effectiveness
Effectiveness of
of Power
Power Tactics
Tactics
 Sequencing of tactics  How the request is
– Softer to harder tactics perceived
works best. – Is the request accepted
 Skillful use of a tactic as ethical?
– Experienced users are  The culture of the
more successful. organization
 Relative power of the – Culture affects user’s
tactic user choice of tactic
– Some tactics work better  Country-specific cultural
when applied downward. factors
 The type of request – Local values favor certain
attaching to the tactic tactics over others.
– Is the request legitimate?

© 2005 Prentice Hall Inc. All rights reserved. 13–18

 Power
Power in
in Groups:
Groups: Coalitions
Coalitions

Coalitions
• • Seek
Seektotomaximize
maximizetheir
their
Clusters of individuals size
sizeto
toattain
attaininfluence.
influence.
who temporarily come • • Seek
Seekaabroad
broadand
anddiverse
diverse
together to a achieve a constituency
constituencyforforsupport
support
specific purpose. of
oftheir
theirobjectives.
objectives.
• • Occur
Occurmore
morefrequently
frequentlyinin
organizations
organizationswith
withhigh
high
task
taskand
andresource
resource
interdependencies.
interdependencies.
• • Occur
Occurmore
morefrequently
frequentlyifif
tasks
tasksare
arestandardized
standardized
and
androutine.
routine.

© 2005 Prentice Hall Inc. All rights reserved. 13–19

 Sexual
Sexual Harassment:
Harassment: Unequal
Unequal Power
Power in
in the
the
Workplace
Workplace
Sexual Harassment
– Unwelcome advances, requests for sexual favors, and
other verbal or physical conduct of a sexual nature.
The U.S. Supreme Court test for determining if
sexual harassment has occurred:
– whether comments or behavior
in a work environment
“would reasonably be
perceived, and is
perceived, as hostile
or abusive.”

© 2005 Prentice Hall Inc. All rights reserved. 13–20

 Politics:
Politics: Power
Power in
in Action
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.

© 2005 Prentice Hall Inc. All rights reserved. 13–21

 Politics
Politics Is
Is in
in the
the Eye
Eye of
of the
the Beholder
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. Whistleblowing 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 E X H I B I T 13–3

E X H I B I T 13–3

© 2005 Prentice Hall Inc. All rights reserved. 13–22

 Factors
Factors That
That Influence
Influence
Political
PoliticalBehaviors
Behaviors

E X H I B I T 13–4
E X H I B I T 13–4

© 2005 Prentice Hall Inc. All rights reserved. 13–23

 Employee
EmployeeResponses
Responsesto to
Organizational
OrganizationalPolitics
Politics

E X H I B I T 13–5
E X H I B I T 13–5

© 2005 Prentice Hall Inc. All rights reserved. 13–24

 Defensive
Defensive
Avoiding
AvoidingAction
Action: : Behaviors
Behaviors
• • Overconforming
Overconforming
• • Buck
Buckpassing
passing
• • Playing Avoiding
AvoidingBlame
Blame: :
Playingdumb
dumb
• • Stretching • • Buffing
Buffing
Stretching
• • Stalling • • Playing
Playingsafe
safe
Stalling
• • Justifying
Justifying
• • Scapegoating
Scapegoating Avoiding
AvoidingChange
Change: :
• • Misrepresenting
Misrepresenting • • Prevention
Prevention
• • Self-protection
Self-protection

E X H I B I T 13–6
E X H I B I T 13–6

© 2005 Prentice Hall Inc. All rights reserved. 13–25

 Impression
Impression Management
Management (IM)
(IM)

Impression Management
The process by which
individuals attempt to IM
IMTechniques
Techniques: :
control the impression • • Conformity
Conformity
others form of them.
• • Excuses
Excuses
• • Apologies
Apologies
• • Self-Promotion
Self-Promotion
• • Flattery
Flattery
Source: Based on B. R. Schlenker, Impression Management (Monterey, CA:
Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, “Impression
• • Favors
Favors
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 • • Association
Association
Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 45–
71.
E X H I B I T 13–6
E X H I B I T 13–6

© 2005 Prentice Hall Inc. All rights reserved. 13–26

 Is
Is AA Political
Political Action
Action Ethical?
Ethical?

Utilitarianism
Utilitarianism Rights
Rights Justice
Justice

Source: Adapted from G.F. Cavanagh, D. Moberg, and M. Valasquez,

“The Ethics of Organizational Politic,” Academy of Management Review, E X H I B I T 13–8
E X H I B I T 13–8
July 1981, p. 368. Reprinted with permission.
© 2005 Prentice Hall Inc. All rights reserved. 13–27