POWER &

POLITICS
I. What is power?
II. How does one get power?
III.How does dependency affect power?
IV. What tactics can be used to increase power?
V. What does it mean to be empowered?
VI.How are power and harassment related?
VII.Why do people engage in politics? Are
teams always the answer?
 I. WHAT IS POWER?

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DEFINITION
- POWER CAN BE DEFINED AS A MANAGER'S ABILITY TO
INFLUENCE OTHERS.
- REFERS TO A CAPACITY THAT A HAS TO INFLUENCE THE
BEHAVIOUR OF B, SO THAT B ACTS IN ACCORDANCE WITH
A’S WISHES.
- PROBABLY THE MOST IMPORTANT ASPECT OF POWER IS
THAT IT IS A FUNCTION OF DEPENDENCY.
- POWER SHOULD NOT BE CONSIDERED
A BAD THING, HOWEVER. PROFESSOR
PATRICIA BRADSHAW OF THE
SCHULICH SCHOOL OF BUSINESS AT
YORK UNIVERSITY SAYS “POWER,
IF USED APPROPRIATELY, SHOULD
ACTUALLY BE A POSITIVE INFLUENCE
IN YOUR ORGANIZATION,”.
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II.HOW DOES ONE GET POWER?

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COERCIVE
- THE PERSON IS ABLE TO GIVE SPECIAL BENEFITS OR
REWARDS TO PEOPLE, AND YOU FIND IT ADVANTAGEOUS TO
TRADE FAVORS WITH HIM OR HER.
LEGITIMATE
-THE PERSON HAS THE RIGHT, CONSIDERING HIS OR HER
POSITION AND YOUR JOB RESPONSIBILITIES, TO EXPECT YOU
TO COMPLY WITH LEGITIMATE REQUESTS.
EXPERT
- THE PERSON HAS THE EXPERIENCE AND KNOWLEDGE TO
EARN YOUR RESPECT, AND YOU DEFER TO HIS OR HER
JUDGMENT IN SOME MATTERS.
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REFERENT
- YOU LIKE THE PERSON AND ENJOY DOING THINGS FOR HIM
OR HER.
INFORMATION
- THE PERSON HAS DATA OR KNOWLEDGE THAT YOU NEED.

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 EVALUATING THE
BASES OF POWER

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Commitment.
-The person is enthusiastic about the request and shows
initiative and persistence in carrying it out.
Compliance.
-The person goes along with the request grudgingly, puts in
minimal effort, and takes litt le initiative in carrying out the
request.
Resistance.
-The person is opposed to the request and tries to avoid it with
such tactics as refusing, stalling, or arguing about it.
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 III. HOW DOES
DEPENDENCY AFFECT
POWER?
WHAT IS DEPENDENCY IN MANAGEMENT?
- IT REFERS TO A SERIES OF TASKS THAT ARE INTERRELATED.

EXAMPLES OF DEPENDENCY IN PROJECT MANAGEMENT

1. FINISH TO START
- TASK A MUST FINISH BEFORE TASK B CAN BEGIN.
2. START TO FINISH
- REQUIRES TASK A TO START BEFORE TASK B CAN BEGIN.
3. FINISH TO START
- TASK B CANNOT FINISH UNTIL TASK A HAS FINISHED.

THE GENERAL DEPENDENCY POSTULATE

"THE GREATER B’S DEPENDENCY ON A, THE GREATER THE
POWER A HAS OVER B."

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WHAT CREATES DEPENDENCY?
- DEPENDENCY IS INCREASED WHEN THE RESOURCE YOU
CONTROL IS IMPORTANT, SCARCE, AND CANNOT BE
SUBSTITUTED.

IMPORTANCE
- REFERS TO THE VALUE OF THE RESOURCE. IF NOBODY
WANTS WHAT YOU HAVE, THERE IS NO DEPENDENCY.

WHAT IS SCARCITY?
- A RESOURCE MUST BE PERCEIVED AS SCARCE TO CREATE
DEPENDENCY. THE MORE DIFFICULT SOMETHING IS TO OBTAIN,
THE MORE VALUABLE IT TENDS TO BE.

NON-SUSTAINABILITY
- THE HARDER IT IS TO FIND A SUBSTITUTE, THE MORE
DEPENDENT THE PERSON BECOMES AND THE MORE POWER
SOMEONE ELSE HAS OVER THEM.
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 IV. WHAT TACTICS CAN BE
USED TO INCREASED POWER?

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TACTICS, OR STRATEGIES, THAT MANAGERS AND
EMPLOYEES USE TO INCREASE THEIR POWER:

1. RATIONAL PERSUASION – USING FACTS AND DATA

TO MAKE A LOGICAL OR RATIONAL PRESENTATION OF
IDEAS.
2. INSPIRATIONAL APPEALS – APPEALING TO
VALUES, IDEALS, AND GOALS WHEN MAKING A
REQUEST.
3. CONSULTATION – GETTING OTHERS INVOLVED TO
SUPPORT ONE’S OBJECTIVES.
4. INGRATIATION – USING FLATTERY, CREATING
GOODWILL, AND BEING FRIENDLY PRIOR TO MAKING
A REQUEST.
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6. EXCHANGE – OFFERING FAVOURS OR BENEFITS IN
EXCHANGE FOR SUPPORT.
7. COALITION TACTICS – GETTING THE SUPPORT OF
OTHER PEOPLE TO PROVIDE BACKING WHEN MAKING A
REQUEST.
8. PRESSURE – USING DEMANDS, THREATS, AND
REMINDERS TO GET SOMEONE TO DO SOMETHING.
9. LEGITIMATING TACTICS – CLAIMING THE
AUTHORITY OR RIGHT TO MAKE A REQUEST, OR
SHOWING THAT IT SUPPORTS ORGANIZATIONAL GOALS
OR POLICIES.

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 V. WHAT DOES IT MEAN TO
BE EMPOWERED?

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EMPOWERMENT
- REFERS TO THE FREEDOM AND THE ABILITY OF
EMPLOYEES TO MAKE DECISIONS AND COMMITMENTS.

EMPOWERMENT IN THE WORKPLACE

- MANAGERS WORRY THAT EMPOWERED EMPLOYEES
MAY DECIDE TO WORK ON GOALS AND JOBS THAT ARE NOT AS
CLOSELY ALIGNED TO ORGANIZATIONAL GOALS.
- IN SOME CASES, EMPLOYEES DO NOT WANT TO BE
EMPOWERED, AND HAVING MORE POWER CAN EVEN MAKE
THEM ILL.
- WHEN PEOPLE ARE PUT IN CHARGE AT WORK BUT DON’T
HAVE THE CONFIDENCE TO HANDLE THEIR RESPONSIBILITIES,
THEY CAN BECOME ILL.
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FOR EMPLOYEES TO BE EMPOWERED, AND HAVE AN
OWNERSHIP
MENTALITY (PROFESSOR DAN ONDRACK):
O THERE MUST BE A CLEAR DEFINITION OF THE
VALUES AND MISSION OF THE COMPANY.
O THE COMPANY MUST HELP EMPLOYEES GAIN
THE RELEVANT SKILLS.
O EMPLOYEES NEED TO BE SUPPORTED IN THEIR
DECISION-MAKING AND NOT CRITICIZED
WHEN THEY TRY TO DO SOMETHING
EXTRAORDINARY.
O EMPLOYEES NEED TO BE RECOGNIZED FOR
THEIR EFFORTS.
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EFFECTS OF EMPOWERMENT (RESEARCH
MADE BY ROBERT E. QUINN & M. SPREITZER)
O EMPOWERED PEOPLE HAVE A SENSE OF SELF-
DETERMINATION
O EMPOWERED PEOPLE HAVE A SENSE OF
MEANING
O EMPOWERED PEOPLE HAVE A SENSE OF
COMPETENCE
O EMPOWERED PEOPLE HAVE A SENSE OF IMPACT

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 VI. HOW ARE POWER AND
HARASSMENT RELATED?

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HARASSMENT
- ILLEGAL BEHAVIOUR TOWARDS A PERSON THAT CAUSES
MENTAL OR EMOTIONAL SUFFERING, WHICH INCLUDES
REPEATED UNWANTED CONTACTS WITHOUT A REASONABLE
PURPOSE, INSULTS, THREATS, TOUCHING, OR OFFENSIVE
LANGUAGE.

ABUSE OF POWER OR POWER HARASSMENT

- IS THE MISUSE OF AUTHORITY TO TAKE ACTIONS IN
PERSONAL INTEREST THAT NEGATIVELY IMPACTS THE
COMPANY AND ITS EMPLOYEES.

WORKPLACE BULLYING
- REFERS TO VERBAL, PHYSICAL, SOCIAL OR
PSYCHOLOGICAL ABUSE BY YOUR EMPLOYER (OR MANAGER),
ANOTHER PERSON OR GROUP OF PEOPLE AT WORK.
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WHAT DOES BULLYING IN THE WORKPLACE LOOK LIKE?

● REPEATED HURTFUL REMARKS OR ATTACKS, OR MAKING

FUN OF YOUR WORK OR YOU AS A PERSON.
● SEXUAL HARASSMENT, PARTICULARLY STUFF LIKE
UNWELCOME TOUCHING AND SEXUALLY EXPLICIT COMMENTS
AND REQUESTS THAT MAKE YOU UNCOMFORTABLE.
● EXCLUDING YOU OR STOPPING YOU FROM WORKING WITH
PEOPLE OR TAKING PART IN ACTIVITIES THAT RELATES TO
YOUR WORK.
● PLAYING MIND GAMES, GANGING UP ON YOU, OR OTHER
TYPES OF PSYCHOLOGICAL HARASSMENT.
● INTIMIDATION.

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HOW DOES BULLYING AFFECT YOUR WORK?
●BE LESS ACTIVE OR SUCCESSFUL
●BE LESS CONFIDENT IN YOUR WORK
●FEEL SCARED, STRESSED, ANXIOUS OR DEPRESSED
●HAVE YOUR LIFE OUTSIDE OF WORK AFFECTED, E.G. STUDY,
RELATIONSHIPS
●WANT TO STAY AWAY FROM WORK
●FEEL LIKE YOU CAN’T TRUST YOUR EMPLOYER OR THE
PEOPLE WHO YOU WORK WITH
●LACK CONFIDENCE AND HAPPINESS ABOUT YOURSELF AND
YOUR WORK
●HAVE PHYSICAL SIGNS OF STRESS LIKE HEADACHES,
BACKACHES, SLEEP PROBLEMS

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 VII. WHY DO PEOPLE ENGAGE IN POLITICS?
ARE TEAMS ALWAYS THE ANSWER?

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WHY DO PEOPLE ENGAGE IN POLITICS? ARE TEAMS ALWAYS THE
ANSWER?
- PEOPLE USE POLITICS TO INFLUENCE OTHERS TO HELP THEM ACHIEVE
THEIR PERSONAL OBJECTIVES.
- PEOPLE USE IMPRESSION MANAGEMENT TO INFLUENCE PEOPLE. IT IS
THE PROCESS BY WHICH INDIVIDUALS ATTEMPT TO CONTROL THE
IMPRESSION OTHERS FORM OF THEM. THOUGH POLITICS IS A NATURAL
OCCURRENCE IN ORGANIZATIONS, WHEN IT IS CARRIED TO AN EXTREME
—IT CAN DAMAGE RELATIONSHIPS AMONG INDIVIDUALS.
TYPES OF POLITICAL ACTIVITY :
1. ATTACKING OR BLAMING OTHERS – USED WHEN TRYING TO
AVOID RESPONSIBILITY FOR FAILURE.
2. USING INFORMATION – WITHHOLDING OR DISTORTING
INFORMATION, PARTICULARLY TO HIDE NEGATIVE INFORMATION.
3. MANAGING IMPRESSIONS – BRINGING POSITIVE ATTENTION TO
ONE’S SELF OR TAKING CREDIT FOR THE POSITIVE
ACCOMPLISHMENTS OF OTHERS.
4. BUILDING SUPPORT FOR IDEAS – MAKING SURE THAT OTHERS
WILL SUPPORT ONE’S IDEAS BEFORE THEY ARE PRESENTED.
5. PRAISING OTHERS – MAKING IMPORTANT PEOPLE FEEL GOOD.
6. BUILDING COALITIONS – JOINING WITH OTHER PEOPLE TO
CREATE A POWERFUL GROUP.
7. ASSOCIATING WITH INFLUENTIAL PEOPLE – BUILDING
SUPPORT NETWORKS.
8. CREATING OBLIGATIONS – DOING FAVOURS FOR OTHERS SO
THEY WILL OWE YOU FAVOURS LATER.
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CONCLUSION:
I. WHAT IS POWER?
- POWER IS A MANAGER'S ABILITY TO INFLUENCE
OTHERS.
- IT'S A FUNCTION OF DEPENDENCY, NOT INHERENTLY
BAD.
- APPROPRIATELY USED POWER CAN BE A POSITIVE
INFLUENCE IN AN ORGANIZATION.
IMPLICATION: IT CAN BE USED TO INFLUENCE
OTHERS TO ACT IN ACCORDANCE WITH ONE'S WISHES.
APPLICATION: CAN BE SEEN IN VARIOUS ASPECTS
OF ORGANIZATIONAL LIFE, SUCH AS DECISION-
MAKING, RESOURCE ALLOCATION, AND CONFLICT
RESOLUTION.
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II. HOW DOES ONE GET POWER?
- BASES OF POWER: COERCIVE, REWARD, LEGITIMATE,
EXPERT, REFERENT, INFORMATION.
- EXPERT AND REFERENT POWERS ARE MORE LIKELY
TO LEAD TO COMMITMENT FROM INDIVIDUALS.
IMPLICATION: IS THAT IT ALLOWS INDIVIDUALS
TO IDENTIFY AND DEVELOP THEIR SOURCES OF
POWER. INFLUENCE.
APPLICATION: THE APPLICATION OF THIS
KNOWLEDGE CAN BE SEEN IN VARIOUS ASPECTS OF
ORGANIZATIONAL LIFE, SUCH AS NEGOTIATIONS, TEAM
BUILDING, AND LEADERSHIP DEVELOPMENT.

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III. HOW DOES DEPENDENCY AFFECT POWER?
- THE GREATER B'S DEPENDENCY ON A, THE GREATER
THE POWER A HAS OVER B.
- IMPORTANCE, SCARCITY, AND NON-
SUBSTITUTABILITY CREATE DEPENDENCY.
- DEPENDENCY IS DIRECTLY RELATED TO POWER.
IMPLICATION: IS THAT IT ALLOWS INDIVIDUALS
TO RECOGNIZE THE FACTORS THAT CREATE
DEPENDENCY AND HOW THEY CAN BE USED TO
INCREASE ONE'S POWER.
APPLICATION: THE APPLICATION OF THIS
KNOWLEDGE CAN BE SEEN IN VARIOUS ASPECTS OF
ORGANIZATIONAL LIFE, SUCH AS NEGOTIATIONS,
RESOURCE ALLOCATION, AND CONFLICT RESOLUTION.
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IV. WHAT TACTICS CAN BE USED TO INCREASE
POWER?
- RATIONAL PERSUASION, INSPIRATIONAL APPEALS,
CONSULTATION, INGRATIATION, PERSONAL APPEALS,
EXCHANGE, COALITION TACTICS, PRESSURE,
LEGITIMATING TACTICS.
IMPLICATION: CAN BE USED TO INCREASE POWER
IS THAT IT ALLOWS INDIVIDUALS TO DEVELOP
STRATEGIES TO INCREASE THEIR INFLUENCE AND
ACHIEVE THEIR GOALS. APPLICATION: THE
APPLICATION OF THIS KNOWLEDGE CAN BE SEEN IN
VARIOUS ASPECTS OF ORGANIZATIONAL LIFE, SUCH AS
NEGOTIATIONS, TEAM BUILDING, AND LEADERSHIP
DEVELOPMENT. 20XX Pitch Deck 29
V. WHAT DOES IT MEAN TO BE EMPOWERED?
- EMPOWERMENT REFERS TO THE FREEDOM AND
ABILITY OF EMPLOYEES TO MAKE DECISIONS AND
COMMITMENTS.
- EMPOWERMENT CAN HAVE POSITIVE EFFECTS WHEN
IMPLEMENTED EFFECTIVELY.
IMPLICATION: IT ALLOWS INDIVIDUALS TO
RECOGNIZE THE BENEFITS OF EMPOWERING
EMPLOYEES AND HOW IT CAN POSITIVELY IMPACT THE
ORGANIZATION. APPLICATION: THE APPLICATION OF
THIS KNOWLEDGE CAN BE SEEN IN VARIOUS ASPECTS
OF ORGANIZATIONAL LIFE, SUCH AS LEADERSHIP
DEVELOPMENT, TEAM BUILDING, AND
ORGANIZATIONAL CULTURE.
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VI. HOW ARE POWER AND HARASSMENT RELATED?
- ABUSE OF POWER OR POWER HARASSMENT IS THE
MISUSE OF AUTHORITY TO NEGATIVELY IMPACT
EMPLOYEES AND THE ORGANIZATION.
- WORKPLACE BULLYING IS A FORM OF HARASSMENT
AND CAN HAVE VARIOUS NEGATIVE EFFECTS ON THE
VICTIM.
IMPLICATION: IT ALLOWS INDIVIDUALS TO
RECOGNIZE THE NEGATIVE CONSEQUENCES OF POWER
ABUSE AND HOW IT CAN LEAD TO HARASSMENT IN THE
WORKPLACE. APPLICATION: THE APPLICATION OF
THIS KNOWLEDGE CAN BE SEEN IN VARIOUS ASPECTS
OF ORGANIZATIONAL LIFE, SUCH AS LEADERSHIP
DEVELOPMENT, TRAINING, AND POLICY
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VII. WHY DO PEOPLE ENGAGE IN POLITICS? ARE
TEAMS ALWAYS THE ANSWER?
- PEOPLE ENGAGE IN POLITICS TO INFLUENCE OTHERS
AND ACHIEVE PERSONAL OBJECTIVES.
- TYPES OF POLITICAL ACTIVITIES INCLUDE
ATTACKING OR BLAMING OTHERS, USING
INFORMATION, MANAGING IMPRESSIONS, BUILDING
SUPPORT FOR IDEAS, PRAISING OTHERS, BUILDING
COALITIONS, ASSOCIATING WITH INFLUENTIAL
PEOPLE, AND CREATING OBLIGATIONS.
IMPLICATION: IT ALLOWS INDIVIDUALS TO
RECOGNIZE THE DIFFERENT TACTICS THAT CAN BE
USED TO INFLUENCE OTHERS AND ACHIEVE PERSONAL
OBJECTIVES.
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APPLICATION: THE APPLICATION OF THIS
KNOWLEDGE CAN BE SEEN IN VARIOUS ASPECTS OF
ORGANIZATIONAL LIFE, SUCH AS NEGOTIATIONS,
TEAM BUILDING, AND LEADERSHIP DEVELOPMENT.

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 JOURNAL
Title: Journal of Power, Politics & Governance

Editor in Chief: Dr. Jackson de Carvaloh

All about the journal: The journal is a primary outlet for those
doing empirical work on relations of power and powerlessness.

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REFERENCE:
STEPHEN ROBBINS, ORGANIZATIONAL BEHAVIOR, CH 7, P
221-241

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