Chapter 7

Power and Politics

Power and Politics

Power A capacity that A has to influence the behaviour 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

Leadership• Requires goal agreement

• Focuses on downward influence

• Minimizes importance of lateral and upward influence

• Leadership research focuses on answers

Power• Does not require goal acceptance

• Focuses on intimidation

• Maximizes importance of lateral and upward influence

• Power focuses on tactics for gaining compliance

Leadership and Power

Measuring Bases of Power

Coercive power The person can make things difficult for people, and

you want to avoid getting him or her angry. Power that is based on fear.

Reward power 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 power The person has the right, considering his or her

position and your job responsibilities, to expect you to comply with legitimate requests.

Measuring Bases of Power

Expert power The person has the experience and knowledge to

earn your respect, and you defer to his or her judgment in some matters.

Referent power You like the person and enjoy doing things for him

or her.

Evaluating the Bases of Power

Coercive power tends to result in negative performance responses from individuals, decreases satisfaction, increases mistrust, and creates fear.

Legitimate power does not have a negative effect, but does not generally stimulate employees to improve their attitudes or performance, and it does not generally result in increased commitment.

Reward power may improve performance in a variety of situations if the rewards are consistent with what the individuals want as rewards.

Expert power relies on trust that all relevant information is given out honestly and completely.

Continuum of Responses to Power

Coercive

Base ofLeaderPower

Reward

Legitimate

Expert

Referent

Mostly likely employee response

Resistance Compliance Commitment

When ManagersInfluencedSuperiors*

When ManagersInfluenced

Subordinates

ReasonCoalitionFriendlinessBargainingAssertivenessHigher authority

ReasonAssertivenessFriendlinessCoalitionBargainingHigher authoritySanctions

Most Popular

Least Popular

*The dimension of sanctions is omitted in the scale that measures upward influence.

Popularity of Power Tactics: From Most to Least Popular

Empowerment: Giving Power to Employees

The freedom and the ability of employees to make decisions and commitments

Managers disagree over definition of empowerment Empowerment as delegating decision making within

a set of clear boundaries

versus Empowerment as “a process of risk taking and

personal growth”

Conditions for True Empowerment

Clear definition of the values and mission of the company

Company must help employees acquire the relevant skills

Employees need to be supported in their decision making, and not criticized when they try to do something extraordinary

Employees need to be recognized for their efforts

Characteristics of Empowered People

Sense of self-determination Employees are free to choose how to do their work; They are

not micromanaged

Sense of meaning Employees feel that their work is important to them; They care

about what they are doing

Sense of competence Employees are confident about their ability to do their work

well; They know they can perform Sense of impact

Employees people believe they can have influence on their work unit; Others listen to their ideas

Political Behaviour

Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.Legitimate: normal everyday behaviour Illegitimate: extreme political behaviours

that violate the implied rules of the game

Why Do We Get Politics?

Organizations are made up of groups and individuals who have differing values, goals and interests

Resources in organizations are limitedPerformance outcomes are not

completely clear and objective

Factors Influencing Political Behaviour

Individual factors

• High self-monitors• Internal locus of control• High Mach• 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

Favourable outcomes

• Rewards• Averted punishments

Political behaviour

Low High

What Individual Factors Contribute to Politics?

High self-monitorsInternal locus of controlHigh machOrganizational investmentPerceived job alternativesExpectations of success

What Organizational Factors Contribute to Politics?

Reallocation of rewards Promotion opportunities Low trust Role ambiguity Unclear performance evaluation system Zero-sum reward practices Democratic decision-making High performance pressure Self-serving senior managers

Types of Political Activity

Attacking or blaming othersControlling informationForming coalitionsNetworkingCreating obligationsManaging impressions

Impression Management

The process by which individuals attempt to control the impression others form of them

More likely used by high self-monitors than low self-monitorsHigh self-monitors try to read the situation

Working With Others Exercise

Instructions for Role PlayWorking in your group, read the

instructions for the assignmentYou have 15 minutes to develop a 3

minute role play, using the source of power assigned to your group

You MUST stick to the time limit

Role Play Scenario – Pg. 236

You are the leader of a group that is trying to develop a website for a new client. One of your group members, who was assigned the task of researching and analysing the websites of your client’s competition, has failed twice to bring the analysis to scheduled meetings, even though the member knew the assignment was due. Consequently, your group is falling behind in getting the website developed. As leader of the group, you have decided to speak with this team member, and use your specific brand of power to influence the individual’s behaviour.

Sources of Power

COERCIVE: depends on fear. It is the ability to punish or withhold privileges.

REWARD: Based on one's control over things that others desire such as vacations, raises, promotions and office locations.

LEGITIMATE: person holding power has right to it because of position or role. Thus the person has a formal right to direct others in certain matters and the subordinates have a duty to obey those directions.

EXPERT: the perception by others that one has superior judgment or knowledge on some topics, often specialized in nature. Unlike information power, this power base does not involve sharing of the facts or reasoning behind a decision.

REFERENT: develops out of subordinates' admiration for leader and his/her desire to model behaviour and attitudes after that person. The person builds feelings of support, liking, admiration and respect with subordinates.

Mean Responses to Type of Influence

Q#1

Comply

Q#2

Temp. vs. Long

Q#3

Resistant vs. Acceptant

Q#4

Worse vs. Better

Coercive

Reward

Legitimate

Expert

Referent

Discussion Questions

Which kind of influence is most likely to immediately result in the desired behaviour?

Which will have the most long-lasting effects?

What effect will using a particular base of power have on the ongoing relationship?

Which form of power will others find most acceptable? least acceptable?

In which kinds of situations is each kind of power most effective and useful? least effective and useful?