The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
Exists as a potential or fully actualized influence over a dependent relationship
Dependency
B’s relationship to A when A possesses something that B requires
The greater B's dependence, the more power A has
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Bases of power
Formal Power
– Established by an individual’s 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
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Legitimate Power
The formal authority to control and use resources based on a person’s position in the formal hierarchy
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Power that comes from an individual’s 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
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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
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Dependency increases when resources are:
Important
Scarce
Nonsubstitutable
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Power tactics
Ways in which individuals translate power bases into specific actions
Legitimacy
Rational persuasion
Inspirational appeals
Consultation
Exchange
Personal appeals
Pressure (Most effective)
Coalitions (Pressure is the least effective)
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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 user’s choice of tactic
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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 - complaining, bypassing, obstructing
Illegitimate Political Behavior
Extreme political behavior that violates the implied rules of the game: sabotage, whistle-blowing, and symbolic protest
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The reality of politics
Politics is a natural result of resource scarcity
Limited resources lead to competition and political behaviors
Judgments on quality differ markedly based on the observer’s 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
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Employee responses to organizational politics
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