Power and Politics

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Power and Politics
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-0
Chapter Learning Objectives

After studying this chapter, you should be able to:
Define power, and contrast leadership and power. Contrast the five bases of power. Identify nine power or influence tactics and their contingencies. Show the connection between sexual harassment and the abuse of power. Distinguish between legitimate and illegitimate political behavior. Identify the causes and consequences of political behavior. Apply impression management techniques. Determine whether a political action is ethical. Show the influence of culture on the uses and perceptions of politics.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-1
A Definition of Power
Power
The capacity that A has to influence the behavior of B so that B acts in accordance with As wishes Exists as a potential or fully actualized influence over a dependent relationship
Dependency
Bs relationship to A when A possesses something that B requires The greater B's dependence, the more power A has
13-2
Contrasting Leadership and Power

Leadership
Focuses on goal achievement Requires goal compatibility with followers Focuses influence downward
Power
Used as a means for achieving goals Requires follower dependency Used to gain lateral and upward influence
Research Focus
Leadership styles and relationships with followers
Research Focus
Power tactics for gaining compliance
13-3
Bases of Power: Formal Power

Formal Power
Established by an individuals position in an organization Three bases:
Coercive Power A power base dependent on fear of negative results Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable Legitimate Power The formal authority to control and use resources based on a persons position in the formal hierarchy
13-4
Bases of Power: Personal Power

Power that comes from an individuals unique characteristics these are the most effective
Expert Power
Influence based on special skills or knowledge
Referent Power
Influence based on possession by an individual of desirable resources or personal traits
13-5
Dependency: The Key to Power

The General Dependency Postulate
The greater Bs 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 holders power
Dependency increases when resources are:

Important Scarce Nonsubstitutable
13-6
Power Tactics
Power Tactics
Ways in which individuals translate power bases into specific actions Nine influence tactics:
Legitimacy Rational persuasion* Inspirational appeals* Consultation* Exchange Personal appeals Ingratiation Pressure Coalitions
* Most effective (Pressure is the least effective)

13-7
Preferred Power Tactics by Influence Direction
Upward Influence Rational persuasion
Downward Influence Rational persuasion Inspirational appeals Pressure Consultation Ingratiation Exchange Legitimacy
Lateral Influence Rational persuasion Consultation Ingratiation Exchange Legitimacy Personal appeals Coalitions
E X H I B I T 13-1
13-8
Factors Influencing Power Tactics

Choice and effectiveness of influence tactics are moderated by:
Sequencing of tactics
Softer to harder tactics work best
Political skill of the user The culture of the organization

Culture affects users choice of tactic
13-9
Sexual Harassment: A Case of Unequal Power

Sexual Harassment:
Any unwanted activity of a sexual nature that affects an individuals employment and creates a hostile work environment
Overt actions, like unwanted touching, are relatively easy to spot Subtle actions, like jokes or looks, can cross over the line into harassment
Sexual harassment isnt about sex it is about abusing an unequal power relationship
Harassment can damage the well-being of the individual, work group, and organization
13-10
Managerial Actions to Prevent Sexual Harassment

Make sure a policy against it is in place. Ensure that employees will not encounter retaliation if they file a complaint. Investigate every complaint and include the human resource and legal departments. Make sure offenders are disciplined or terminated. Set up in-house seminars and training.
13-11
Politics: Power in Action

Political Behavior
Activities that are not required as part of ones 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 - complaining, bypassing, obstructing
Illegitimate Political Behavior

Extreme political behavior that violates the implied rules of the game: sabotage, whistle-blowing, and symbolic protest
13-12
The Reality of Politics

Politics is a natural result of resource scarcity
Limited resources lead to competition and political behaviors
Judgments on quality of resource distribution differ markedly based on the observers perception
Blaming others or fixing responsibility Covering your rear or documenting decisions Perfectionist or attentive to detail
Most decisions are made under ambiguous conditions

Lack of an objective standard encourages political maneuvering of subjective reality
SEE E X H I B I T 13-2
13-13
Causes and Consequences of Political Behavior

Factors that Influence Political Behavior
E X H I B I T 13-3 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-14
Employee Responses to Organizational Politics

Most employees have low to modest willingness to play politics and have the following reactions to politics:
E X H I B I T 13-4 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-15
Defensive Behaviors
Employees who perceive politics as a threat have defensive reactions
May be helpful in the short run, dangerous in the long run
Types of defensive behaviors

Avoiding Action
Overconforming, buck passing, playing dumb, stalling
Avoiding Blame
Bluffing, playing safe, justifying, scapegoating
Avoiding Change
Prevention, self-protection
SEE E X H I B I T 13-5 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-16
Impression Management (IM)

The process by which individuals attempt to control the impression others form of them IM Techniques
Conformity Excuses Apologies Self-Promotion Flattery Favors Association
Source: Based on B. R. Schlenker, Impression Management (Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, Impression 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 Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 45 71.
SEE EXHIBIT 13-6 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
13-17
IM Effectiveness
Job Interview Success
IM does work and most people use it Self-promotion techniques are important Ingratiation is of secondary importance
Performance Evaluations
Ingratiation is positively related to ratings Self-promotion tends to backfire
13-18
The Ethics of Behaving Politically

It is difficult to tell ethical from unethical politicking Three questions help:
1. What is the utility of engaging in the behavior? 2. Does the utility balance out any harm done by the action? 3. Does the action conform to standards of equity and justice?
Answers can be skewed toward either viewpoint
13-19
Global Implications
Politics Perceptions
Negative consequences to the perception of politics seem to be fairly widespread
Preference for Power Tactics

The choice of effective tactics is heavily dependent on the culture of the country in which they are to be used
Effectiveness of Power Tactics

Still open to debate; too little research has been done
13-20
Summary and Managerial Implications

Increase your power by having others depend on you more. Expert and referent power are far more effective than is coercion.
Greater employee motivation, performance, commitment, and satisfaction Personal power basis, not organizational
Effective managers accept the political nature of organizations. Political astuteness and IM can result in higher evaluations, salary increases, and promotions.
13-21
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
13-22

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Robbins, Judge, and Vohra

Chapter Learning Objectives

Contrasting Leadership and Power

Bases of Power: Formal Power

Bases of Power: Personal Power

Dependency: The Key to Power

Dependency increases when resources are:

* Most effective (Pressure is the least effective)

Preferred Power Tactics by Influence Direction

Upward Influence Rational persuasion

Factors Influencing Power Tactics

Political skill of the user The culture of the organization

Sexual Harassment: A Case of Unequal Power

Managerial Actions to Prevent Sexual Harassment

Politics: Power in Action

Illegitimate Political Behavior

The Reality of Politics

Most decisions are made under ambiguous conditions

Causes and Consequences of Political Behavior

Employee Responses to Organizational Politics

Types of defensive behaviors

Impression Management (IM)

The Ethics of Behaving Politically

Answers can be skewed toward either viewpoint

Preference for Power Tactics

Effectiveness of Power Tactics

Summary and Managerial Implications

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

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