Power and Politics

POWER AND
POLITICS
OUTLINE
• A Definition of Power
• Contrasting Leadership and Power
• Bases of Power
• Dependency: The Key to Power
• Power Tactics
• Power in Groups: Coalition
• Sexual Harassment: Unequal Power in the workplace
• Disclosure
• Politics: Power in Action
• Responding to Organizational Politics
• Power Distance Index
• Airplane crashes
• Conclusion
INTRODUCTION
• Power corrupts, and absolute
power corrupts absolutely!
http://traviswhitecommunications.com/wp-content/uploads/2013/02/inequality-300x225.jpg
A definition of power
• POWER - a capacity that A has to
influence the behavior of B so that B
acts in accordance with A’s wishes.
• - a potential that need not be

actualized to be effective and a
dependency relationship
A definition of power
• Potential – is a capacity. You have
power but not impose it
• Dependency – B’s relationship to

A when A possesses something
that B requires
Power and Dependence
Person B’s
counterpower Person
over Person A A
Person Person
B B’s Goals
Person A’s
power over
Person B
6
Dependency
B’s relationship to A when A

possesses something that B
requires
7
Dependency: The Key To
Power
The General Dependency Postulate
◦ The greater Bs 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 8
Increasing Nonsubstitutability
Controlling
Differentiation
Tasks
Increasing
Nonsubstitutability
Controlling Controlling
Labour Knowledge
9
Contrasting Leadership and Power
Leadership Power
–Focuses on goal –Used as a means for
achievement. achieving goals.
–Requires goal –Requires follower
compatibility with followers dependency.
–Focuses influence –Used to gain lateral and
downward upward influence
Research Focus Research Focus
–Leadership styles and Power tactics for gaining
relationships with followers compliance
(Robbins 2003, 366)

http://www.cbapp.csudh.edu/depts/management/bchrispin/mgt312/.../OB11_13in.ppt
Bases of Power
• Formal power – based on an individual’s
position in an organization. Can come
from the ability to coerce or reward, from
formal authority, or from control of
information
• Personal power – power that comes from

an individual’s unique characteristics
Bases of Power
• FORMAL POWER
• Coercive Power
• Reward Power
• Legitimate Power
• Information Power
COERCIVE POWER – a
power base dependent
on fear
REWARD POWER-
Compliance achieved
based on the ability to
distribute rewards that
others view as valuable
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
Bases of Power
• PERSONAL POWER
• Expert power
• Referent power
• Charismatic 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
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
(Robbins 2003, 369)

Dependency: The Key to
Power
•What creates dependency?
• Importance
• Scarcity
• Nonsubstitutability
(Robbins 2003, 369-370)

IMPORTANCE
If nobody wants what you’ve got,
it’s not going to create
dependency.
To create dependency, the thing(s)

you control must be perceived as
being important.
SCARCITY
If something is plentiful,
possession of it will not
increase you power.
NONSUBSTITUTABILITY
The more that a resource has no

viable substitute, the more power
that control over that resources
provides.
Power Tactics
• Power tactics – ways in which

individuals translate power bases
into specific actions
• Researches show that there are standardized

ways to get what they want.
Power Tactics
• Seven tactical dimensions or strategies:

• Reason
• Friendliness
• Coalition
• Assertiveness
• Bargaining
• Higher authority
• Sanctions
REASON
Use of facts and data to
make a logical or rational
presentation of ideas
FRIENDLINESS
Use of flattery, creation of
goodwill, acting humble,
and being friendly prior to
making a request
COALITION
Getting the support of
other people in the
organization to back up
the request
BARGAINING
Use of negotiations
through the exchange of
benefits or favors
ASSERTIVENESS
Use of direct and forceful approach
such as demanding compliance
with requests, repeating
reminders, ordering individuals to
do what is asked, and pointing out
that rules require compliance
HIGHER AUTHORITY
Gaining the support of
higher levels in the
organization to back up
requests
SANCTIONS
Use of organizationally derived
rewards and punishments such as
preventing or promising a salary
increase, threatening to give and
unsatisfactory performance
evaluation, or withholding a
promotion
Power Tactics
When Managers When Managers

Influenced Superiors Influenced
Subordinates
Most popular Reason Reason
Coalition Assertiveness
Friendliness Friendliness
Bargaining Coalition
Assertiveness Bargaining
Higher Authority Higher Authority
Least Popular Sanctions
(D. Kipnis et. al. 1984, cited in Robbins 2003, 371)

Power Tactics
• Five contingency variables:

• The manager’s relative power
• The manager’s objectives for wanting to
influence
• The manager’s expectation of the target
person’s willingness to comply
• The organization’s culture
• Cross-cultural differences
POWER IN GROUPS:
COALITION
Coalition – An informal
group bound together by
the active pursuit of a
single issue.
“There’s strength in
numbers.”
POWER IN GROUPS:
COALITION
What can we predict?
Coalitions in organizations often seek
to maximize their size
Coalitions relate to degree of
interdependence with the organization
Coalition formation will be influenced
by the actual task that workers do
POWER IN GROUPS:
COALITION
• A coalition:
• Seek to maximize their size to attain
influence.
• Seek a broad and diverse constituency for
support of their objectives.
• Occur more frequently in organizations
with high task and resource
interdependencies.
• Occur more frequently if tasks are
standardized and routine.
Sexual Harassment: Unequal
Power in the 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.”
• Forms of sexual harassment:
• Overt forms
• Unwanted physical touching
• Recurring requests for dates when its made
clear the person isn’t interested
• Coercive threats that a person will lose his or
her job if he or she refuses a sexual
proposition
• Forms of sexual harassment:
• Subtle forms
• Unwanted looks or comments
• Off-color jokes
• Sexual artifacts like posting pin-ups in the
workplace
• Misinterpretation between “being friendly”
and “harassment”
• Sexual harassment is about
power
• Regardless of gender
• Regardless of hierarchy
• Case: Philippines
• REPUBLIC ACT NO. 7877
• An Act Declaring Sexual Harassment Unlawful
in the Employment, Education or Training
Environment and for other Purposes
• "Anti-Sexual Harassment Act of 1995"
• Case: Philippines
• REPUBLIC ACT NO. 7877
• Work, Education or Training-related Sexual Harassment Defined. –
Work, education or training-related sexual harassment is committed
by an employee, manager, supervisor, agent of the employer,
teacher, instructor, professor, coach, trainor, or any other person
who, having authority, influence or moral ascendancy over another
in a work or training or education environment, demands, requests
or otherwise requires any sexual favor from the other, regardless of
whether the demand, request or requirement for submission is
accepted by the object of said Act.
• Case: Disclosure (movie, 1994)

• He and his new boss were in a relationship (ex)
• She invites her for a meeting
• She tries to have sex with him, but he refused
• The next day, he was accused of sexual harassment
• He tries to sue her
“Sexual harrassmemt is not about sex. Sexual
harassment is all about power.
She has it, you don’t.”
-Disclosure movie [1994]

• Case: UPB IRR
• Sexual Harassment is committed by an officer,
faculty member, employee, coach, trainer, or any
person who having authority, influence or moral
ascendancy over another in any aspect of academic
or administrative work in any office or classroom of
the University demands, requests or otherwise
requires any sexual favor from the other, without
regard as to whether such demand, request or
requirement is accepted by the latter.
• .
• Case: OASH, UP Baguio

• Interview with OASH Chairperson, Aurora
Parcasio
• Office of Anti-Sexual Harassment (2013)
• 1998 BOR, UP System adopted RA 7877, IRR
• Prior to OASH, ad hoc, function but no office
• Delineation of office space with staffing appointed
regularly

• Not just women who are recipient of
harassment but all relationships are
potential seedbed of harassment and
unequal relationship

• CHALLENGES
• Sexual harassment must not trivialize to
more grave offenses (rape, sexual assault,
gang rape, domestic violence)
• However, cannot ignore (date rape)

• CHALLENGES
• Backed up by education and training
• Gender sensitivity trainings, legal sanctions
• 3 stages:
• Gender awareness (cognitive)
• Gender sensitivity (affective)
• Gender responsiveness (psycho motor)

• CHALLENGES
• Police yourself
• Respect and more circumspect about
touching (no malice?)
• BUT…
• Removing spontaneity of relationships

• RESPECT for each other
• provide a secure and conducive learning
and working environment for students,
faculty members and employees free
from sexual harassment and all forms of
sexual intimidation and exploitation (ASH
IRR)
Case: OASH, UP Baguio

“The personal is political.”
- Carol Hanisch
Regulate the public

Regulate the private
•It’s about power!

•It’s wrong.
•It’s illegal.
Politics: Power in Action
• When employees convert their power into action,
they are being engaged in politics (politicking).
• 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 and disadvantages within the
organization.
•Legitimate Political
Behavior
•Illegitimate Political
Behavior
LEGITIMATE POLITICAL BEHAVIOR
Normal everyday politics
- Complaining to you supervisor

- Bypassing the chain of command
- Forming coalitions
- Obstruction organizational policies and
decisions
- Developing contacts outside the
organization
ILLEGITIMATE POLITICAL BEHAVIOR
Extreme political behavior that violates
the implied rules of the game
- Sabotage
- Whistleblowing
- Symbolic protests (wearing unorthodox
dress or protest pins)
- Calling in sick simultaneously
Politics is in the eye of the

beholder!
A person’s reference point

determines what he or she
classifies as organization politics
(Robbins 2003, 376)
(http://www.cbapp.csudh.edu/depts/management/bchrispin/mgt312/.../OB11_13in.ppt)
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. Whistleblowing vs. Improving efficiency
9. Scheming vs. Planning ahead
10. Overachieving vs. Competent and capable
11. Ambitious vs. Career-minded
12. Opportunistic vs. Astute
13. Cunning vs. Practical-minded
14. Arrogant vs. Confident
15. Perfectionist vs. Attentive to detail
• Factors Contributing to Political

Behavior
• Individual Factors
• Organizational Factors
INDIVIDUAL FACTORS
- High self-monitors
- Internal locus of control
- High Mach personality
- Organizational investment
- Perceived job alternatives
- Expectations of success
ORGANIZATIONAL FACTORS
- Reallocation of resources
- Promotion opportunities
- Low trust
- Role ambiguity
- Unclear performance evaluation
system
- Zero-sum reward practices
- Democratic decision making
- High performance pressures
- Self-serving senior managers
•Factors that Influence
Political Behavior
(Robbins 2003, 378)

Responding to Org Politics
• For most people, outcomes
tend to be predominantly
negative.
(Robbins 2003, 380)

• This is due to the perception that,
by not engaging in politics, a person
may be losing ground to others who
are active politickers
• Because of the additional pressures
individuals feel because of having
entered into and competing in the
political arena.
• When politicking becomes too
much to handle, it can lead to
employees quitting.
• Perceived organizational politics
appears to have a demotivating
effect on individuals, thus
leading to decreased
performance levels
Individual’s understanding of the
How’s and Why’s also affects
behavior
Political behaviors can be seen as

an opportunity or threat.
When politics and understanding
is high, performance is likely to
increase
because political actions are

viewed as an opportunity.
When understanding is low,
performance is likely to decrease
because political actions are

viewed as a threat.
When political actions are viewed as
a threat, people resort to defensive
behaviors
Defensive behaviors – reactive

and protective behaviors to avoid
action, blame, or change
Defensive behaviors
Avoiding actions
Avoiding blame
Avoiding change
Avoiding Avoiding Blame Avoiding
Action Change
Overconforming Buffing Prevention
Buck passing Playing safe Self-protection
Playing dumb Justifying
Stretching Scapegoating
Stalling Misrepresenting
Responding to Org
Politics
IMPRESSION MANAGEMENT
- The process by which individuals attempt
to control the impression others form of
them
IMPRESSION
MANAGEMENT
Conformity
Excuses
Apologies
Self-promotion
Flattery
Favors
Association
• WHEN IS A POLITICAL ACTION
ETHICAL?
• Utilitarianism
• Rights
• Justice
(Robbins 2003, 385)
WHEN IS A POLITICAL ACTION
ETHICAL?
Utilitarianism
Org goals (many) vs Self interest?
Rights
Respect others vs win-loss case?
Justice
Equitable and fair?
• WHEN IS A POLITICAL ACTION
ETHICAL?
• However, powerful people are

good at making unethical
practices look ethical!
Conclusion
• Can an organization be politics-free?

• YES!!!
• If all the members of that organization hold the
same goals and interests, if organizational
resources are not scarce, and if performance
outcomes are completely clear and objective.
But that doesn’t describe the organizational
world that most of us live in.
References:
• Robbins, Stephen P.ed, (2003) Organizational Behavior 10 th edition. Singapore:Pearson Prentice Hall
• Robbins, Stephen P. Chapter 13 Power and Politics, in

http://www.cbapp.csudh.edu/depts/management/bchrispin/mgt312/.../OB11_13in.ppt
• Gladwell, Malcolm (2008) The Ethnic Theory of Plane Crashes in Malcom Gladwell, Outliers: The Story of Success.
New York: Little Brown and Co. pp. 177-222
• Step on picture from http://traviswhitecommunications.com/wp-content/uploads/2013/02/inequality-

300x225.jpg
• Cockpit picture from http://flyawaysimulation.com/media/images1/images/korean-air-bombardier-CSeries-

CS300-fsx1.jpg
• Korea Air picture from http://www.airasia.com/travel3sixty/wp-content/uploads/2012/08/Copy-of-

superhigh_ispi135144.jpg
• Kim Jung Un picture from http://i3.mirror.co.uk/incoming/article100069.ece/BINARY/kim-jong-un-inspecting-the-

seoul-ryu-kyong-su-105-guard-pic-getty-images-554449429.jpg
• Power Distance Index graph and chart from http://www.clearlycultural.com/geert-hofstede-cultural-

dimensions/power-distance-index/
• Special Thanks to Dr. Shelton Woods, Dr. Narcisa P. Canilao and Mr. AK Riva!

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POWER AND

• - a potential that need not be

• Dependency – B’s relationship to

B’s relationship to A when A

(Robbins 2003, 366)

• Personal power – power that comes from

• The greater B’s dependency on A, the

(Robbins 2003, 369)

(Robbins 2003, 369-370)

To create dependency, the thing(s)

The more that a resource has no

• Power tactics – ways in which

• Researches show that there are standardized

• Seven tactical dimensions or strategies:

When Managers When Managers

(D. Kipnis et. al. 1984, cited in Robbins 2003, 371)

• Five contingency variables:

• The U.S. Supreme Court test for determining if sexual

• Case: Disclosure (movie, 1994)

-Disclosure movie [1994]

• Case: OASH, UP Baguio

• Case: OASH, UP Baguio

• Case: OASH, UP Baguio

• Case: OASH, UP Baguio

• Case: OASH, UP Baguio

• Case: OASH, UP Baguio

Case: OASH, UP Baguio

Regulate the public

•It’s about power!

• POLITICAL BEHAVIOR – activities that

- Complaining to you supervisor

Politics is in the eye of the

A person’s reference point

• Factors Contributing to Political

(Robbins 2003, 378)

(Robbins 2003, 380)

Political behaviors can be seen as

because political actions are

because political actions are

Defensive behaviors – reactive

• However, powerful people are

• Can an organization be politics-free?

• Robbins, Stephen P. Chapter 13 Power and Politics, in

• Step on picture from http://traviswhitecommunications.com/wp-content/uploads/2013/02/inequality-

• Cockpit picture from http://flyawaysimulation.com/media/images1/images/korean-air-bombardier-CSeries-

• Korea Air picture from http://www.airasia.com/travel3sixty/wp-content/uploads/2012/08/Copy-of-

• Kim Jung Un picture from http://i3.mirror.co.uk/incoming/article100069.ece/BINARY/kim-jong-un-inspecting-the-

• Power Distance Index graph and chart from http://www.clearlycultural.com/geert-hofstede-cultural-

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