ORGANIZATIONAL BEHAVIOR

Power and Politics 13

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.

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

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 Contrasting Leadership and 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
downward. and upward influence.
Research Focus Research Focus
Leadership styles and Power tactics for
relationships with gaining compliance
followers
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Bases of Power: Formal 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

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Bases of Power: Formal Power
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.

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Bases of Power: Personal 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.

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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.
What Creates Dependency
Importance of the resource to the organization
Scarcity of the resource
Nonsubstitutability of the resource

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 Power Tactics
Power Tactics : Ways in which individuals translate power bases into specific actions.

Influence Tactics:
● Legitimacy.
● Legitimacy.
Relying on your authority position or saying a request accords with organizational policies or rules.
Relying on your authority position or saying a request accords with organizational policies or rules.
● Rational persuasion.
● Rational persuasion.
Presenting logical arguments and factual evidence to demonstrate a request is reasonable.
Presenting logical arguments and factual evidence to demonstrate a request is reasonable.
● Inspirational appeals.
● Inspirational appeals.
Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
● Consultation.
● Consultation.
Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.
Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.
● Exchange.
● Exchange.
Rewarding the target with benefits or favors in exchange for following a request.
Rewarding the target with benefits or favors in exchange for following a request.
● Personal appeals.
● Personal appeals.
Asking for compliance based on friendship or loyalty.
Asking for compliance based on friendship or loyalty.
● Ingratiation.
● Ingratiation.
Using flattery, praise, or friendly behavior prior to making a request.
Using flattery, praise, or friendly behavior prior to making a request.
● Pressure.
● Pressure.
Using warnings, repeated demands, and threats.
Using warnings, repeated demands, and threats.
● Coalitions.
● Coalitions.
Enlisting the aid or support of others to persuade the target to agree.
Enlisting the aid or support of others to persuade the target to agree.
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 Factors Influencing the Choice and
Effectiveness of Power Tactics
 Sequencing of tactics  How the request is perceived
 Softer to harder tactics  Is the request accepted as
works best. ethical?
 Skillful use of a tactic  The culture of the
 Experienced users are organization
more successful.  Culture affects user’s
 Relative power of the tactic choice of tactic
user  Country-specific cultural
 Some tactics work better factors
when applied downward.  Local values favor certain
 The type of request attaching tactics over others.
to the tactic
 Is the request legitimate?

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Power in Groups: Coalitions
Coalitions
• • Seek
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maximizetheir
theirsize
size
Clusters of individuals totoattain
attaininfluence.
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who temporarily come • • Seek
together to a achieve a Seekaabroad
broadand
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diverse
constituency
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specific purpose. their
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• • Occur
Occurmore
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organizations
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task
and
andresource
resource
interdependencies.
interdependencies.
• • Occur
Occurmore
morefrequently
frequentlyifif
tasks
tasksare
arestandardized
standardizedand and
routine.
routine.

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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.”

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 Politics: Power in 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.

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