12-1

Power and Politics

Chapter 12

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

12-2

After studying this chapter, you should be able to:

1. Contrast leadership and power

2. Describe the five bases of power

3. Explain which bases of power are most effective

4. List and define nine influence tactics

5. Distinguish between use and effectiveness of influence tactics

12-3

After studying this chapter, you should be able to:

6. List the individual and organizational factors that stimulate political behavior

7. Explain how defensive behaviors can protect an individual’s self-interest

8. Identify seven techniques for managing the impression one makes on others

9. List the three questions that can help determine if a political action is ethical

12-4

Power

• Refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

• Two facets: Its potential need not be actualized to be

effective It requires a dependency relationship

12-5

Leadership and Power

• Leaders use power as a way to attain group goals, and power is a means for facilitating their achievement

• How they differ: Goal compatibility Direction of influence Research emphasis

12-6

Bases of Power

• Formal Coercive - One reacts to this power out of fear

of the negative results that might occur if one failed to comply

Reward - People comply with the wishes or directives of another because doing so produces positive benefits

Legitimate - represents the formal authority to control and use organizational resources

12-7

Bases of Power

• Personal Expert - influence wielded as a

result of expertise, special skill, or knowledge

Referent - based on identification with a person who has desirable resources or personal traits

12-8

Which Power Bases are Most Effective?

• Personal sources of power are most effective

• Expert and referent power are positively related to performance and commitment

• Reward and legitimate power are unrelated

• Coercive power is negatively related to employee satisfaction and commitment

12-9

Influence Tactics

1. Legitimacy2. Rational persuasion3. Inspirational appeals4. Consultation5. Exchange6. Personal appeals7. Ingratiation8. Pressure9. Coalitions

12-10

Effectiveness of Influence Tactics

• Rational persuasion, inspirational appeals and consultation are most effective

• Pressure is least effective• Using more than one compatible tactic at

the same time or sequentially increases chance of success

• “Softer” tactics work better than “harder” tactics

12-11

Coalitions

• An informal group bound together by the active pursuit of a single issue

• Coalitions in organization often seek to maximize their size

• More coalitions will likely be created when there is a great deal of task and resource interdependence

• The more routine the task of a group, the greater likelihood that coalitions will form

12-12

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 and disadvantages within the organization

12-13

Factors Contributing to Political Behavior

• Individual factors: High self-monitors Internal locus of control High need for power Large investment in the organization More perceived job alternatives High expectations of success

12-14

Factors Contributing to Political Behavior

• Organizational factors: Existing pattern of resources is changing Opportunity for promotion Subjective performance criteria Low trust Role ambiguity Zero-sum reward allocation practices High pressures for performance Politicking by top management

12-15

How Do People Respond to Organizational Politics?

• For most people with modest political skills or who are unwilling to play the politics game, outcomes are negative, including low job satisfaction, increased anxiety and stress, feeling of losing ground to politickers, quitting and demotivation

• Moderated by individual’s understanding of who makes decisions and why they were selected

• When perceived as a threat, people respond with defensive behaviors

12-16

Defensive Behaviors

12-17

Impression Management (IM)

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

• Techniques include: Conformity Excuses Apologies Self-promotion Flattery Favors Association

12-18

Impression Management

• Interview success – when used in interviews it works; self-promotion and ingratiation work well

• Performance Evaluations – ingratiation works well but self-promotion does not

12-19

The Ethics of Behaving Politically

• Questions to consider: What is the utility of engaging in the behavior? How does the utility of engaging in the political

behavior balance out any harm it will do to others?

Does the political activity conform to standards of equity and justice?

12-20

Implications for Managers

• Accept the political nature of organizations

• Increase power by: Acquire the bases of power that are most

useful (expert, referent) Use the power tactics that are most effective

(consultation, inspirational appeal) Avoid tactics that tend to backfire (coercion)

12-21

Summary

1. Contrasted leadership and power

2. Described the five bases of power

3. Explained which bases of power are most effective

4. Listed and defined nine influence tactics

5. Distinguished between use and effectiveness of influence tactics

12-22

Summary

6. Listed the individual and organizational factors that stimulate political behavior

7. Explained how defensive behaviors can protect an individual’s self-interest

8. Identified seven techniques for managing the impression one makes on others

9. Listed the three questions that can help determine if a political action is ethical