Power And PoliticsPresenter:

OMAR M. JACALNE

Introduction:All leaders deal with power

and politics. POWER is the ability to influence other people and events. It is the leader’s stock-in-trade, the way that leaders extend their influence to others. It is somewhat different from authority, because authority is delegated by their higher management. Power , on the other hand , is the earned and gained by the leaders on the basis of their personalities, activities and the situations in which they operate.

Expert Power

Legitimate Power Reward

Power

Coercive Power

Personal Power

Information Power

Types of

Power

Formal

Informal

Personal Power

- also called referent power, charismatic power and power of personality, comes from each leader individually. It is the ability of a leaders to develop followers from the strength of their own personalities.

Legitimate Power

– also known as position power and official power, comes from higher established authorities to others. It gives leaders the power to control resources and to reward and punish others.

Expert Power– also known as the authority of knowledge, comes from specialized learning . It is power that arises from a person’s knowledge of and information about a complex situation. It depends on education, training and experience, so it is an important type of power in our modern technological society.

Reward Power

-the capacity to control and administer items that are valued by another. It arises from an individual’s ability to give pay raises, recommend someone for promotion or transfer, or even make favorable work assignments. Many rewards may be under a manager’s control, and these are not limited to material items.

Coercive Power

– is the capacity to punish another, or at least to create a perceived threat to do so. Managers with coercive power can threaten an employee’s job security, make punitive changes in someone’s work schedule, or, at the extreme, administer physical force.

Information Power

– power that comes from access and control over information

The six types are developed from different sources, but they are interrelated in practice:

Reward, coercive, and legitimate power are essentially derived from one’s position in the organization.

Expert, information and personal power reside within the person. When even one power base is removed from a supervisor, employees may perceive that other bases of influence will decline as well. The use of a power base must fit its organizational context in order to be effective.

Effects of Power Bases

Resistance Compliance Commitment

Possible Responsesto the Use of Power

Resist leader’s initiative due to consistent Coercive power.

Comply with the leader’s wish by meeting minimal expectation while holding extra effort.Legitimate power will likely result to compliance

The most desirable outcome from wielding power is commitment. Enthusiastic release of energy and talent to satisfy leader’s request. Referent and Expert power most likely to produce commitment.

Refers to the intentional behaviors that are used to enhance or protect a person’s influence and self-interest while also inspiring confidence and trusts by others.

Organizational Politics

1. Being socially astute (accurately perceiving and understanding what is taking place in social interactions)

Four Key Dimensions of Political Skills

2. Having interpersonal influence (adapting one’s behaviors to most effectively elicit a desired response from others.

Four Key Dimensions of Political Skills

3. Creating useful networks (developing contacts into useful allies and supporters)

Four Key Dimensions of Political Skills

4. Expressing sincerity (exhibiting honest and authentic intentions in one’s interactions with others such that they trust you)

Four Key Dimensions of Political Skills

Individual factors: Inefficiency of the employee High need for power, status, security or

autonomy

Organizational Factors: Competition Level of organization High performance pressure

Factors Influencing Political Behavior

Treat the other party as a potential ally. Specify your objectives. Learn about the other party’s needs, interest

and goal. Inventory your own resources to identify

something of value you can offer. Assess your current relationship with the other

person. Decide what to ask and what to offer. Make the actual exchange that produces a gain

for both parties.

Seven Steps in Increasing Your Influence

Increased employee turnover

Decrease in job satisfaction

Increased anxiety and stress

Reduce performance

After effects of Organizational Politics

TACTICS FOR SUCCESS

Social Exchange Alliances Identification with higher authority Control of information Selective service Power and status symbol Power play networks

Thank you for listening

Omar is signing off!!!