Johns Org-Behaviour 10e PPT ch12

Chapter 12
Power, Politics,
and Ethics
Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 1

Learning Objectives
LO12.1 Define power and review the bases of

individual power.
LO12.2 Explain how people obtain power in
organizations.
LO12.3 Discuss the concept of empowerment.
LO12.4 Provide a profile of power seekers.

Learning Objectives (continued)
LO12.5 Explain strategic contingencies and

discuss how subunits obtain power.
LO12.6 Define organizational politics and
discuss its various forms.
LO12.7 Define ethics and review the ethical
dilemmas that managers and employees
face.

Learning Objectives (continued)
LO12.8 Define sexual harassment and discuss

what organizations can do to prevent it
and how they should respond to
allegations.

What Is Power?
• Power is the capacity to influence others who

are in a state of dependence.
• It is not always perceived or exercised.
• It does not imply a poor relationship between
the power holder and the target of power.
• Power can flow in any direction in an
organization.
• Power applies to both individuals and groups.

The Bases of Individual Power
• Power can be found in the position one

occupies in an organization and the resources
that one is able to command.
• There are five bases of individual power:
– Legitimate power
– Reward power
– Coercive power
– Referent power
– Expert power

Legitimate Power
• Power derived from a person’s position or job in

an organization.
• It is based on one’s formal authority and level
in an organization’s hierarchy.
• Legitimate power works because people have
been socialized to accept its influence.

Reward Power
• Power derived from the ability to provide

positive outcomes and prevent negative
outcomes.
• It corresponds to the concept of positive
reinforcement.
• Any organizational member can attempt to
exert influence over others with praise,
compliments, and flattery.

Coercive Power
• Power derived from the use of punishment and

threat.
• Lower-level organizational members can also
apply their share of coercion.
• When managers use coercive power, it is
generally ineffective and can provoke
considerable employee resistance.

Referent Power
• Power derived from being well liked by others.

• It stems from identification with the power
holder.
• Referent power is available to anyone in an
organization who is well liked.
• Friendly interpersonal relations often permit
influence to extend across the organization,
outside the usual channels of legitimate
authority, reward, and coercion.

Expert Power
• Power derived from having special information

or expertise that is valued by an organization.
• Expert power corresponds to difficulty of
replacement.
• Lower-level organizational members can have
expert power.

Expert Power (continued)
• Of all the bases of power, expertise is most

consistently associated with employee
effectiveness.
• Employees perceive women managers as more
likely than male managers to be high in expert
power.

Employee Responses to Bases of
Power

Employee Responses to Bases of
Power (continued)
• Employees are likely to have the following
responses to each base of managerial power:
– Coercive power  Resistance
– Reward power  Compliance
– Legitimate power  Compliance
– Expert power  Commitment
– Referent power  Commitment

How Do People Obtain Power?
• How do people get power?

• Rosabeth Moss Kanter has provided a succinct
recipe.

How Do People Obtain Power?
(continued)
• People obtain power in organizations by doing
certain activities and developing informal
relationships with the right people.

Doing the Right Things
• Some activities are “righter” than others for

obtaining power.
• Activities lead to power when they are:
– Extraordinary activities
– Visible activities
– Relevant activities

Extraordinary Activities
• Excellent performance in unusual or non-

routine activities.
• These are activities such as occupying a new
position, managing substantial changes, and
taking great risks.

Highly Visible
• Extraordinary activities will fail to generate

power if no one knows about them.
• Activities must be visible to others and
publicized.

Relevant Activities
• Extraordinary, visible work may fail to generate

power if no one cares.
• The activities must be relevant to the solution
of important organizational problems.

Cultivating the Right People
• Developing informal relationships with the right
people can be a useful means of acquiring
power.
• The right people can include:
– Outsiders
– Subordinates
– Peers
– Superiors

Outsiders
• Establishing good relationships with key people

outside of one’s organization can lead to
increased power within the organization.
• Cultivating outsiders might also contribute to
more tangible sources of power.

Subordinates
• Being closely identified with certain up-and-

coming subordinates.
• Subordinates can provide power when a
manager is backed by a cohesive team.

Peers
• Good relationships with peers is a means of

ensuring that nothing gets in the way of one’s
future acquisition of power.
• As one moves up the ranks, favours can be
asked of former associates.

Superiors
• Liaisons with key superiors is the best way of

obtaining power through cultivating others.
• Mentors can provide power in several ways.
• Mentors can provide special information and
useful introductions to other “right people.”

Empowerment: Putting Power
Where It Is Needed
• Empowerment means giving people the
authority, opportunity, and motivation to take
initiative and solve organizational problems.
• Key components:
– Authority
– Opportunity
– Motivation

Empowerment (continued)
• People who are empowered have a strong sense

of self-efficacy.
• Empowering lower-level employees can be
critical in service organizations.
• Empowerment fosters job satisfaction,
organizational commitment, OCBs, and high
performance.

• Empowerment puts power where it is needed to

make the organization effective.
• This depends on organizational strategy and
customer expectations.
• Could organizational members have too much
power?

Relationship Between Power and
Performance

• Empowerment should lead to effective

performance when people have sufficient power
to carry out their jobs.
• Excessive power can lead to abuse and
ineffective performance.

Influence Tactics – Putting Power
to Work
• How does power result in influence?

to Work (continued)
• Influence tactics convert power into actual
influence over others.
• They are specific behaviours that people use to
affect others and manage others’ impressions of
them.

to Work (continued)
• Assertiveness
• Ingratiation
• Rationality
• Exchange
• Upward appeal
• Coalition formation

Influence Tactics (continued)
• What determines which influence tactics you

might use?

• The use of an influence tactic is determined by

one’s base of power and who they are trying to
influence (subordinates, peers, or superiors).
• The use of rationality is viewed positively by
others and it is frequently used.
• Subordinates are more likely to be the
recipients of assertiveness.

• Rationality is most likely to be directed toward

superiors.
• Exchange, ingratiation, and upward appeal are
favoured tactics for influencing both peers and
subordinates.
• Which influence tactics are most effective?

• Using rationality as an influence tactic has been

found to be particularly effective for men.
• A particularly ineffective influence style is a
“shotgun” style that is high on all tactics.
• Using ingratiation as an influence tactic has
been found to be particularly effective for
women.

Who Wants Power?
• Need for power (n Pow) is the need to have

strong influence over others.
• It is a reliable personality characteristic – some
people have more n Pow than others.
• When n Pow is responsible and controlled, its
negative properties are not observed.
• The most effective managers use their power
for the good of the organization. They are
called institutional managers.

Who Wants Power? (continued)
• Effective institutional managers:

– Have a high n Pow.
– Use their power to achieve organizational
goals.
– Adopt a participative or “coaching”
leadership style.
– Are relatively unconcerned with how much
others like them.

• Institutional managers are more effective than

personal power managers (who use their power
for personal gain), and affiliative managers
(who are more concerned about being liked
than with exercising power).

Responses of Subordinates of
Managers With Different Motive
Profiles

• Institutional managers are superior in giving

subordinates a sense of responsibility, clarifying
organizational priorities, and instilling team
spirit.
• Need for power can be a useful asset, as long as
it is not a neurotic expression of perceived
weakness.

Controlling Strategic
Contingencies - How Subunits
Obtain Power
• Subunit power refers to the degree of power
held by various organizational subunits, such as
departments.
• How do organizational subunits acquire power?

Contingencies (continued)
• Subunits gain power by controlling strategic
contingencies.
• Strategic contingencies are critical factors
affecting organizational effectiveness that are
controlled by a key subunit.
• The work other subunits perform is contingent
on the activities and performance of a key
subunit.

Contingencies (continued)
• Conditions under which subunits can control
strategic contingencies:
– Scarcity
– Uncertainty
– Centrality
– Substitutability

Scarcity
• Differences in subunit power are likely to be

magnified when resources become scarce.
• Subunits tend to acquire power when they are
able to secure scarce resources that are
important to the organization as a whole.

Uncertainty
• Organizations face many sources of uncertainty

in the organization’s environment.
• Subunits that are most capable of coping with
uncertainty tend to acquire power.
• Functions that provide the organization with
greater control over what it finds problematic
and can create more certainty will acquire
power.
• Changes in the sources of uncertainty
frequently lead to shifts in subunit power.

Centrality
• Subunits whose activities are most central to

the mission or work flow of the organization
should acquire more power.
• What makes a subunit’s activities central?

Centrality (continued)
• A subunit’s activities can be central when:

– It influences the work of most other
subunits.
– It has an especially crucial impact on the
quantity or quality of the organization’s key
product or service.
– Its impact is more immediate.

Substitutability
• If a subunit’s staff cannot be easily replaced (it

is non-substitutable), it can acquire substantial
power.
• A change in the labour market can result in a
change in a subunit’s influence.
• If work can be contracted out, the power of the
subunit that usually performs these activities is
reduced.

Organizational Politics – Using
and Abusing Power
• Not all uses of power constitute politics.
• What is organizational politics?

The Basics of Organizational
Politics
• Organizational politics refers to the pursuit of
self-interest in an organization, whether or not
this self-interest corresponds to organizational
goals.
• Politics frequently involves using means of
influence that the organization does not
sanction or pursuing ends or goals that it does
not sanction.

Politics (continued)
• Political activity is self-conscious and
intentional.
• It can be an individual or subunit activity.
• Political activity can have beneficial outcomes
for an organization even though the outcomes
are achieved by questionable tactics.

• We can explore organizational politics using the
means/ends matrix.
• It is the association between influence means
and influence ends that determines whether
activities are political and whether these
activities benefit the organization.

The Dimensions of Organizational
Politics

Sanctioned Means/Sanctioned
Ends
• Power is used routinely to pursue agreed-on

goals.
• Familiar, accepted means of influence are
employed to achieve sanctioned outcomes.
• There is nothing political about this.

Sanctioned Means/Not-
Sanctioned Ends
• Acceptable means of influence are abused to

pursue goals that the organization does not
approve of.
• This is dysfunctional political behaviour.

Not-Sanctioned
Means/Sanctioned Ends
• Ends that are useful for the organization are

pursued through questionable means.
• This is political behaviour that is potentially
functional to the organization.

Not-Sanctioned Means/Not-
Sanctioned Ends
• The most flagrant abuse of power.

• Disapproved tactics are used to pursue
disapproved outcomes.
• Dysfunctional political behaviour.

• Do political activities occur under particular
conditions or in particular locations in
organizations?

• Political activities are more likely to occur:
– At certain levels:
• Middle and upper management levels.
– In some subunits:
• Subunits with vague goals and complex
tasks.

– Some issues:
• Budget allocation, reorganization,
personnel changes.
– In general:
• Scarce resources, uncertainty, and
important issues provoke political
behaviour.

• Highly political climates result in lowered job

satisfaction, commitment, and organizational
citizenship, and increased stress and turnover
intentions.
• Politics takes a toll on the performance of older
workers but not younger workers, perhaps due
to stress factors.

The Facets of Political Skill
• Political skill refers to the ability to understand
others at work and to use that knowledge to
influence others to act in ways that enhance
one’s personal or organizational objectives.
• This definition refers to two aspects of political
skill:
– Comprehending others
– Translating this comprehension into
influence

(continued)
• There are four facets to political skill:

– Social astuteness
– Interpersonal influence
– Apparent sincerity
– Networking ability

Social Astuteness
• Good politicians are careful observers who are

tuned in to others’ needs and motives.
• They can “read” people and know how to
present themselves to others.

Interpersonal Influence
• A convincing and persuasive interpersonal style

that is employed flexibly to meet the needs of
the situation.
• They put others at ease.

Apparent Sincerity
• A good politician comes across as genuine and

exhibits high integrity.

Networking Ability
• Networking involves establishing good relations

with key organizational members or outsiders to
accomplish one’s goals.
• An effective network enhances one’s
organizational reputation, thus aiding influence
attempts.

(continued)
• Political skill is positively related to job
performance, job satisfaction, and career
success.
• Networking is a critical aspect of power
acquisition and political success.

Networking
• Networking involves developing informal social

contacts to enlist the cooperation of others
when their support is necessary.
• Upper-level managers often establish very large
political networks both inside and outside the
organization.

Networking (continued)
• There are several aspects to networking:

– Maintaining contacts
– Socializing
– Engaging in professional activities
– Participating in community activities
– Increasing internal visibility

• Research has found those high in self-esteem

and extraversion are more likely to engage in
networking behaviours.
• Engaging in professional activities and
increasing internal visibility were most
associated with career success but only for
men.
• Networking has increased in importance as
people have become more self-reliant to plot
their career futures.

• Being central in a large network provides power

especially if the network is diverse and consists
of those who themselves hold power.
• It provides access to considerable resources,
such as knowledge.

Machiavellianism-The Harder
Sides of Politics
• Have you ever known people who had the
following characteristics?
– Act in their own self-interest, even at the
expense of others.
– Are cool and calculating.
– Have high self-esteem and self-confidence.
– Form alliances with powerful people to
achieve their goals.

Sides of Politics (continued)
• Machiavellianism refers to a set of cynical
beliefs about human nature, morality, and the
permissibility of using various tactics to achieve
one’s ends.
• It is a stable personality trait.
• High Machs are more likely to advocate the use
of lying and deceit to achieve desired goals.
• High Machs assume that the ends justify the
means.

• High Machs are convincing liars and good at
“psyching out” competitors by creating
diversions.
• They are enthusiastic organizational politicians.
• They are cool and calculating rather than
emotional.
• They insulate themselves from the negative
social consequences of their tactics.
• They are able to identify situations in which
their tactics will work.

• High Machs use their tactics best in the
following kinds of situations:
– Face-to-face encounters.
– Fairly emotional circumstances.
– The situation is fairly unstructured, with few
guidelines for appropriate forms of
interaction.

• These characteristics reveal a situation in which
the high Mach can use his or her tactics because
emotion distracts others.
• High Machs are especially skilled at getting
their way when power vacuums or novel
situations confront a group, department, or
organization.
• High Machs are unlikely to be high performers
and are inclined toward counterproductive
behavours such as sabotage and theft.

Defensiveness – Reactive Politics
• Reactive politics concerns the defence or

protection of self-interest.
• The goal is to reduce threats to one’s own
power by avoiding actions that do not suit one’s
own political agenda or avoiding blame for
events that might threaten one’s political
capital.
• This can involve no action at all or avoiding
blame for consequences.

Avoiding Actions
• Astute politicians are aware that sometimes the
best action to take is no action at all.
• A number of defensive behaviours can
accomplish this mission:
– Stalling
– Overconforming
– Buck passing

Stalling
• Moving slowly when someone asks for your
cooperation.
• With time, the demand for cooperation may
disappear.

Overconforming
• Sticking to the strict letter of your job
description or to organizational regulations.

Buck Passing
• Having someone else take action is an effective
way to avoid doing it yourself.

Avoiding Blame
• Another set of defensive behaviours is oriented

around the motto “If you can’t avoid action,
avoid blame for its consequences.”
• These behaviours include:
– Buffing
– Scapegoating

Buffing
• Carefully documenting information showing that

an appropriate course of action was followed.
• It is clearly dysfunctional politics if it takes the
form of fabricating documentation.

Scapegoating
• Blaming others when things go wrong is classic

political behaviour.
• It works best when you have some power behind
you.

Ethics in Organizations
• Ethics can be defined as systematic thinking

about the moral consequences of decisions.
• Moral consequences can be framed in terms of
the potential for harm to any stakeholders in
the decision.
• Stakeholders are people inside or outside of an
organization who have the potential to be
affected by organizational decisions.

(continued)
• A large majority of managers agree that
unethical practices occur in business.
• A substantial number of managers report that
they have been pressured to compromise their
own ethical standards when making decisions.
• Managers see themselves as having higher
ethical standards than their peers and
sometimes their superiors.

(continued)
• Top managers tend to see their organizations as
being more ethical than do those lower in the
hierarchy.
• Among business students, undergraduates have
been found to be more ethical than MBA
students.
• Women are marginally more ethical than men.
• Older people are marginally more ethical than
the young.

The Nature of Ethical Misconduct
• What kinds of ethical misconduct occur in

organizations?

Observed Ethical Misconduct

(continued)
• Abusive behaviour, lying to employees, and

conflicts of interest top the list.
• Bribery, manipulating financial data, and
falsifying expenses are reported less commonly,
perhaps in part because they are easier to hide.

(continued)
• Ethical issues are often occupationally specific.

• There are also common themes that run through
ethical issues that managers face.
• A study of an occupationally diverse group of
managers discovered seven themes that defined
their moral standards for decision making.

Common Themes of Ethical Issues
Facing Managers
• Honest communication
• Fair treatment
• Special consideration
• Fair competition
• Responsibility to organization
• Corporate social responsibility.
• Respect for law

Causes of Unethical Behaviour
• What are the causes of unethical behaviour?

• Knowledge of the causes of unethical behaviour
can aid in its prevention.

Causes of Unethical Behaviour
(continued)
• Gain
• Extreme performance pressure
• Role conflict
• Strong organizational identification
• Competition
• Personality
• Organizational and industry culture

Gain
• The role of temptation in unethical activity.

• The anticipation of healthy reinforcement for
following an unethical course of action,
especially if no punishment is expected.
• Compensation systems designed around very
high bonuses.
• People who are unfairly underpaid are also
more inclined to act unethically.

Extreme Performance Pressure
• There is a point at which goal challenge can be

so extreme as to induce unethical behaviour.
• This is especially true when a consecutive series
of high or increasing performance goals results
in extreme performance pressure.
• People’s ethical focus is depleted.
• Pressure from analysts and investors for better
and better financial performance.

Role Conflict
• Many ethical dilemmas are actually forms of

role conflict that get resolved in an unethical
way.
• A common form of role conflict is when our
“bureaucratic” role as an organizational
employee is at odds with one’s role as the
member of a profession.
• Reward systems can heighten a conflict of
interest between self and client.

Strong Organizational
Identification
• Strong identification with the organization can
lead employees to engage in unethical activities
to “help” the organization.
• Strong identifiers are most likely to do this
when they expect their “loyalty” will be
reciprocated with favours.

Competition
• Stiff competition for scarce resources can

stimulate unethical behaviour.
• There is also strong temptation to make
unethical decisions in situations in which
essentially no competition exists.

Personality
• Are there certain personalities that are more

prone to unethical decisions?

Personality (continued)
• The cynical and those with an external locus of

control are less tuned in to ethical matters.
• People with a high need for personal power may
be prone to make unethical decisions.
• People with strong economic values are more
likely to behave unethically.

Personality (continued)
• There are individual differences in the degree

of sophistication that people use in thinking
about moral issues.
• Being morally engaged and attentive is
associated with ethical behaviour.

Organizational and Industry
Culture
• Aspects of an organization’s culture (and its
subcultures) can influence ethics.
• The conduct of peers and superiors can strongly
influence ethical behaviour.
• Corporate cultures can reward or punish
unethical behaviour.
• Rewarding unethical behaviour can result in the
development of an unethical culture.

Organizational and Industry
Culture (continued)
• Upper-level managers tend to be naïve about
the extent of ethical lapses in those below
them.
• Corporate codes of conduct can have an impact
on ethical decision making.
• If such codes are specific, tied to the actual
business being done, correspond to the reward
system, and are rigorously enforced, they
should bolster an ethical culture.

Whistle-Blowing
• Whistle-blowing occurs when a current or

former organizational member discloses
illegitimate practices to some person or
organization that may be able to take action to
correct these practices.
• The whistle may be blown either inside or
outside of the offending organization.

Whistle-Blowing (continued)
• Most organizations rely on vague open door

policies rather than having specific channels
and procedures for whistle-blowers to follow.
• Whistle-blowers are often the victims of
considerable retaliation for their efforts.

Sexual Harassment
• Sexual harassment is a form of unethical

behaviour that stems, in part, from the abuse of
power and the perpetuation of a gender power
imbalance.

Sexual Harassment (continued)
• Managers who use their position, reward, or

coercive power to request sexual favours or
demonstrate verbal and physical conduct of a
sexual nature as a condition of employment or
as a basis for employment decisions toward
those in less powerful positions are abusing
their power and acting in an unethical manner.

• The most severe forms of sexual harassment are

committed by supervisors.
• The most frequent perpetrators are co-workers.
• Sexual harassment is also prevalent in hostile
work environments and is most likely in male-
dominated industries and organizations in which
men attempt to maintain their dominance
relative to women.

• Clients and customers can also engage in

harassment.
• Minority women are more likely to be harassed.
• Harassment is more likely to be experienced by
women who exhibit traditionally masculine
personality traits such as independence,
assertiveness, and dominance.

• Many organizations are slow to react to

complaints of sexual harassment.
• The deaf ear syndrome refers to the inaction or
complacency of organizations in the face of
charges of sexual harassment.
• The deaf ear syndrome contributes to the
marked tendency for harassment to go
unreported.

• Nearly a third of Canadians reported sexual

harassment at work, but 78% of these
respondents did not report the behaviour.
• Organizations can effectively deal with
allegations of sexual harassment and increase
their responsiveness by taking a number of
important measures.

Measures to Effectively Deal with
Allegations of Sexual Harassment
• Examine the characteristics of deaf ear
organizations.
• Foster management support and education.
• Stay vigilant.
• Take immediate action.
• Create a state-of-the-art policy.
• Establish clear reporting procedures.

• Organizations that are responsive to complaints
of sexual harassment:
– Have top management commitment.
– Provide comprehensive education programs.
– Continuously monitor the work environment.
– Respond to complaints in a thorough and
timely manner.
– Have clear policies and reporting procedures.

Employing Ethical Guidelines
• A few simple guidelines can help in the ethical

screening of decisions.
• The point is to think seriously about the moral
implications of your decisions before you make
them.

Ethical Guidelines
• Identify the stakeholders that will be affected

by any decision.
• Identify the costs and benefits of various
decision alternatives to these stakeholders.
• Consider the relevant moral expectations that
surround a particular decision.

Ethical Guidelines (continued)
• Be familiar with common ethical dilemmas that

decision makers face in your organizational role
or profession.
• Discuss ethical matters with decision
stakeholders and others.
• Convert your ethical judgments into appropriate
action.

Employing Ethical Guidelines
(continued)
• These guidelines should help you recognize
ethical issues, make ethical judgments, and
then convert these judgments into behaviour.
• Training and education in ethics is also
important and has a positive impact on ethical
attitudes.

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Chapter 12

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 1

LO12.1 Define power and review the bases of

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 2

LO12.5 Explain strategic contingencies and

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 3

LO12.8 Define sexual harassment and discuss

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 4

• Power is the capacity to influence others who

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 5

• Power can be found in the position one

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 6

• Power derived from a person’s position or job in

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 7

• Power derived from the ability to provide

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 8

• Power derived from the use of punishment and

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 9

• Power derived from being well liked by others.

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 10

• Power derived from having special information

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 11

• Of all the bases of power, expertise is most

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 12

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 13

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 14

• How do people get power?

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 15

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 16

• Some activities are “righter” than others for

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 17

• Excellent performance in unusual or non-

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 18

• Extraordinary activities will fail to generate

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 19

• Extraordinary, visible work may fail to generate

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 20

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 21

• Establishing good relationships with key people

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 22

• Being closely identified with certain up-and-

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 23

• Good relationships with peers is a means of

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 24

• Liaisons with key superiors is the best way of

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 25

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 26

• People who are empowered have a strong sense

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 27

• Empowerment puts power where it is needed to

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 28

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 29

• Empowerment should lead to effective

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 30

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 31

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 32

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 33

• What determines which influence tactics you

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 34

• The use of an influence tactic is determined by

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 35

• Rationality is most likely to be directed toward

Copyright © 2017 Pearson Canada Inc. Chapter 12 / Slide 36