Influence, Power & Politics – Week 13 Vocabulary

Vocabulary flashcards covering key terms, influence tactics, power bases, political behaviors, causes, and management strategies from the Week 13 lecture on Influence, Power & Politics.

Influence

The ability to use social forces (e.g., persuasion, peer pressure) to affect others’ behavior.

Power

The use of some aspect of a work relationship or position to compel another to act despite resistance.

Politics (Organizational)

Self-serving actions aimed at affecting others’ behavior to achieve personal goals.

Organizational Power

Power derived from a person’s formal position and control over organizational resources.

Individual Power

Power stemming from personal characteristics valuable to the organization, such as expertise or charisma.

Power Base

The specific source from which an individual’s power is derived in an organization.

Coercive Power

Influence through punishment or threat of punishment.

Reward Power

Power obtained from the ability to offer positive incentives such as money or praise.

Legitimate Power

Authority that comes with a formal organizational position.

Expert Power

Influence gained from possessing specialized knowledge or skills.

Referent Power

Power resulting from being respected, admired, or liked by others.

Assertiveness (Influence Tactic)

Making orders or demands; emphasizing rules that require compliance.

Ingratiation (Influence Tactic)

Using praise or flattery to make the target feel important.

Rationality (Influence Tactic)

Employing logic and detailed justification to persuade.

Sanctions (Influence Tactic)

Threatening negative consequences or promising rewards for compliance.

Exchanges (Influence Tactic)

Offering a trade of favors to gain compliance.

Upward Appeals (Influence Tactic)

Gaining the support of higher-level superiors to back a request.

Blocking (Influence Tactic)

Withdrawing support or ignoring someone until they comply.

Coalitions (Influence Tactic)

Forming alliances with coworkers or subordinates to strengthen a request.

Power Hierarchy

Organizational structure in which higher levels possess greater formal power than lower levels.

Dependency Relationship

A situation where Party A relies on Party B, giving B power over A.

Functional Politics

Political behaviors that help the organization achieve its goals.

Dysfunctional Politics

Political behaviors that hinder the organization’s ability to reach its goals.

Internal–External Politics

Whether political behavior stays within the organization or involves outside parties/resources.

Lateral–Vertical Politics

Whether political acts occur among peers (lateral) or across hierarchical levels (vertical).

Legitimate–Illegitimate Politics

Distinguishes normal, accepted politicking from extreme behaviors that violate norms.

Competition for Power & Resources

Scarcity of rewards (money, promotions) prompting political maneuvering.

Subjective Performance Appraisal

Poorly defined evaluation criteria that encourage political tactics to secure raises or promotions.

Compensation for Inadequacies

Using politics to mask job ambiguity or personal skill deficits.

Lack of Cooperation & Interdependency

Work groups with weak cooperation norms that engage in higher levels of politics.

Increased Group Decision Making

Greater use of collective decisions, heightening lobbying and political exchanges.

Coalition (Power Building)

A group of workers banding together to increase collective power.

Remove Ambiguity & Uncertainty

Strategy to curb politics by providing clear job descriptions and procedures.

Provide Slack Resources

Supplying managers with extra resources so political favors aren’t needed to meet goals.

Positive Organizational Climate

Culture fostered by leadership that discourages negative political behavior.

Clarify Selection & Appraisal

Ensuring personnel decisions are merit-based and free from favoritism.

Reward Performance, Not Politics

Making success dependent on results rather than political skill alone.

Expertise as Power-Builder

Gaining specialized knowledge to increase one’s influence in the organization.

Referent Power Outcomes

Often linked to higher member satisfaction and respect for the power holder.

Coercive Power Outcomes

Usually associated with lower satisfaction and reduced respect among subordinates.