eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter13
13

Power and Politics

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 Presentation
All rights reserved. by Charlie 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

 AADefinition
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. A B

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

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

 Contrasting
Contrasting Leadership
Leadership and
and Power
Power
 Power
Leadership
– Focuses
Used as a
onmeans
goal achievement.
for achieving goals.
– Requires follower
goal compatibility
dependency.
with followers.
– Used
Focuses
to gain
influence
lateral
downward.
and upward influence.
 Research Focus
– Power
Leadership
tactics
styles
for gaining
and relationships
compliancewith followers

© 2005 Prentice Hall Inc. All rights reserved. 13–6

 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.

1. Coercive Power
A power base dependent on fear.

2. Reward Power
Compliance achieved based on
the ability to distribute rewards
that others view as valuable
© 2005 Prentice Hall Inc. All rights reserved. 13–7
 Bases
Bases of
of Power:
Power: Formal
Formal Power
Power (cont’d)
(cont’d)

3. 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. 13–8

 Bases
Bases of
of Power:
Power: Personal
Personal Power
Power
1. Expert Power
Influence based on special
skills or knowledge.

2. 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. 13–9
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. 13–10

 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
– Non substitutability of the resource

© 2005 Prentice Hall Inc. All rights reserved. 13–11

 Power
Power Tactics
Tactics

Power Tactics
Influence
InfluenceTactics
Tactics: :
Ways in which
• • Legitimacy
individuals translate Legitimacy
power bases into • • Rational persuasion
Rational persuasion
specific actions. • • Inspirational appeals
Inspirational appeals
• • Consultation
Consultation
• • Exchange
Exchange
• • Personal appeals
Personal appeals
• • Ingratiation
Ingratiation
• • Pressure
Pressure
• • Coalitions
Coalitions

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

 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. 13–13

 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(by virtue of choice of tactic
personal power or sufficient  Country-specific cultural
position)
factors
– Some tactics work better – Local values favor certain
when applied downward. tactics over others.
 The type of request
attaching to the tactic
– Is the request legitimate?
© 2005 Prentice Hall Inc. All rights reserved. 13–14
 Power
Power in
in Groups:
Groups: Coalitions
Coalitions

Coalitions
• • Seek to maximize their
Clusters of individuals Seek to maximize their
size
sizeto
toattain
attaininfluence.
influence.
who temporarily come • • Seek a broad and diverse
together to a achieve a Seek a broad and diverse
constituency
constituencyforforsupport
support
specific purpose. of
oftheir
theirobjectives.
objectives.
• • Occur more frequently in
Occur more frequently in
organizations
organizationswith
withhigh
high
task
taskand
andresource
resource
interdependencies.
interdependencies.
• • Occur more frequently if
Occur more frequently if
tasks
tasksare
arestandardized
standardized
and
androutine.
routine.

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

 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. 13–16

 Politics:
Politics: Power
Power in
inAction
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. 13–17

 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
12. Opportunistic vs. Astute Source: Based on T. C. Krell, M. E.
Mendenhall, and J. Sendry, “Doing
Research in the Conceptual Morass of
13. Cunning vs. Practical-minded Organizational Politics,” paper
presented at the Western Academy of
14. Arrogant vs. Confident Management Conference, Hollywood,
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. 13–18

 Factors
FactorsThat
That Influence
InfluencePolitical
PoliticalBehaviors
Behaviors
At
Atindividual
individuallevel
levelresearchers
researchershave
haveidentified
identifiedcertain
certaintraits,
traits,
needs
needs and other factors that are likely to be related toto
and other factors that are likely to be related
Political
PoliticalBehaviors
Behaviors

At
At organizational
organizational level
level certain
certain situations
situations and
and cultures
cultures
promote
promotepolitics
politics

Political
Political activity
activity isis more
more ofof function
function of
of organizational
organizational
characteristics
characteristicsthan
thanof ofindividual
individualdifference
differencevariables
variables
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. 13–19

 Employee
EmployeeResponses
Responsesto to
Organizational
OrganizationalPolitics
Politics

Individuals
Individuals Understanding
Understanding ofof How
How and
and Why
Why things
things happen
happen the
the way
way they
they do
do isis
understanding
understandingofofOrganizational
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. 13–20

When
When Individuals
Individuals perceive
perceive
politics
politics as
as aa threat
threat rather
rather Defensive
Defensive
than
than anan opportunity
opportunity Behaviors
Behaviors to
to
avoid
avoid action
action ,,
blame
blame oror change
change
Avoiding
AvoidingAction
Action: :
• • Overconforming
Overconforming
• • Buck passing
Buck passing Avoiding
• • Playing dumb
AvoidingBlame
Blame: :
Playing dumb • • Buffing
Buffing
• • Stretching
Stretching • • Playing safe
Playing safe
• • Stalling
Stalling • • Justifying
Justifying Avoiding
• • Scapegoating AvoidingChange
Change: :
Scapegoating • • Prevention
• • Misrepresenting Prevention
Misrepresenting • • 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. 13–21

 Impression
Impression Management
Management (IM)
(IM)

Impression Management
The process by which
individuals attempt to
IM
IMTechniques
Techniques: :
control the impression
• • Conformity
others form of them. Conformity
• • Excuses
Excuses
• • Apologies
Apologies
• • Self-Promotion
Self-Promotion
• • Flattery
Flattery
• • Favors
Source: Based on B. R. Schlenker, Impression Management (Monterey, CA:
Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, “Impression Favors
• • Association
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
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. 13–22

 Is
IsAAPolitical
PoliticalAction
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. 13–23