OB Power and Politics

Power Defined

he capacity, discretion, and means to enforce one’s will over others12. It is a function of dependence—the more one person relies on another, the more power that second person has

Goal Compatibility:

 Leadership requires congruence between the leader's and followers' goals; power only requires dependence

Direction of Influence:

Power focuses on downward influence; leadership also emphasizes lateral and upward relationships

Focus:

Leadership focuses on style (e.g., how supportive a leader is); power focuses on tactics for gaining compliance

Formal Power (Based on position):

• Coercive Power: Depends on the target’s fear of negative results from failing to comply.

• Reward Power: Compliance is achieved to produce positive benefits (financial or nonfinancial).

• Legitimate Power: Formal authority to control resources based on a structural position in the hierarchy.

Personal Power (Based on unique characteristics):

• Expert Power: Influence based on special skills, expertise, or knowledge.

• Referent Power: Based on identification with a person who has desirable traits or resources; it grows out of admiration.

Effectiveness: Personal power bases (Expert and Referent) are generally more effective at increasing employee performance and commitment than formal power

Dependence: The Key to power

Dependency is created when a resource you control is

Important: If nobody wants what you have, there is no dependence

Scarce: A resource must be perceived as in short supply

Nonsubstitutable: The fewer viable substitutes for a resource, the more power the person controlling it has

Rational Persuasion:

 Using logical arguments and factual evidence (most effective for upward/lateral influence)

Inspirational Appeals:

Developing emotional commitment by appealing to values and needs

Consultation:

 Increasing support by involving the target in the decision

Ingratiation:

Using flattery or praise before making a request

Personal Appeals:

Asking for compliance based on friendship or loyalty

Exchange:

Rewarding the target with benefits in return for a favor

Coalitions:

Enlisting the aid of others to persuade the target

Legitimacy:

Relying on authority or organizational rules

Pressure:

Using warnings, demands, and threats (typically the least effective)

Political Behavior:

Activities not required as part of a formal role that attempt to influence the distribution of advantages and disadvantages within the organization

The Reality of Politics:

 Because facts are often open to interpretation and resources are limited, people use politics to support their goals

The Grapevine:

An informal communication network that carries rumors and gossip, which can be leveraged to navigate the hierarchy

Individual Factors:

High self-monitors, internal locus of control, high Machiavellianism, and high expectations of success from political means

Organizational Factors:

Declining resources, promotion opportunities, low trust, role ambiguity, zero-sum reward practices (where one person's gain is another's loss), and self-serving senior managers

Employee Responses and Defensive Behaviors

Most employees who do not "play the game" respond negatively to organizational politics, experiencing decreased job satisfaction, increased anxiety, and increased turnover

Defensive Behaviors:

Reactive and protective behaviors to avoid action, blame, or change (e.g., overconforming, buck passing, scapegoating, stalling)

Voice and Silence:

 Voice is the discretionary communication of concerns to improve the situation33. Silence is the withholding of these concerns, often due to fear or a sense of powerlessness

Impression Management (IM)

IM is the process by which individuals attempt to control the impressions others form of them

Techniques:

Include conformity (agreeing to gain approval), self-promotion (highlighting best qualities), flattery, and apologies

Effectiveness:

IM is generally most effective in job interviews and performance evaluations, but it can backfire if perceived as inauthentic