HR - Power influence

Power:

The means to enforce your will over others.

Power is about:

the ability to influence others

Power relation is:

reciprocal

5 bases of power

1) Legitimate Power

2)Reward Power

3)Coercive Power

4)Expert Power

5)Referent Power

Legitimate Power:

• Obtain compliance/influence because of formal authority (e.g., formal position)

Reward Power

Obtain compliance by promising or granting rewards (e.g., giving a raise)

Coercive Power

Make threats of punishment and deliver actual punishment (e.g., ability to fire someone)

Expert Power

Having knowledge or information that others need (e.g., an expert in the field)

Referent Power

Personal characteristics and social relationships (e.g., charisma, reputation, network of relationships)

Responses to Power

1) Commitment

2) Compliance

3) Reistance

Commitment

Those who are committed often go above and beyond to ensure its success.

Compliance

Those who comply do only what is expected, nothing more. They exert no extra effort and provide no extra input

Resistance

• Resist the influence attempt by not complying.

• Unproductive arguing or outright rejection

Types of powers that fosters commitment

1) Legitimate positive

2)Expert

3)Referent

Types of powers that produces compliance/ resistance

1) Legitimate negative

2)Reward

3)Coercive

Expert of referent power produces a

Positive effect

Reward and legitimate power produces a

slightly positive effect

Coercive power produces a

Slightly negative effect

When a leader has formal and informal power, it produces

Highest team effectiveness

Empowerment is:

Efforts to enhance employee performance, well-being, and positive attitudes by giving employees greater influence

Potential benefits of empowerment

• Increased motivation, engagement and self-efficacy

• Increased productivity and effectiveness

• Better efficiency/utilization of time and resources

• Better decision making

Required elements of empowerment

Information sharing

• Employee development (to ensure necessary skill levels)

• Allowing employees to make substantive decisions

• Rewarding employees based on company performanceM

Management style: Domination is a type of:

Authoritarian power —> when manager/leader imposes decisions

Low degree of empowerment

Management style: consultation is a type of:

Influence sharing: managers/leaders consult followers when making a desision

lower-medium degree of empowerment

Management style: participation is a type of:

Power sharing: Manager/leader and followers jointly make decisions

upper medium degree of empowerment

Management style: delegation is a type of:

Power distribution where followers are granted authority to make decisions

highest degree of empowerment

Psychological empowerment occurs when:

Feeling a sense of

1) meaning from work

2 competence in ability to perform

3) self-determination: degree of control over how we perform our jobs

4) impact at work: the difference our efforts make

Levers of empowerment

Individual → Team → Organization

It starts from the individual inner circule

Inputs of empowerment:

Structural empowerment

• Individual differences (core self-evaluations, psychological capital, and needs for achievement

• Job characteristics

• Managerial support

• Leadership

• Organizational support (access to resources from other teams)

outcomes of empowerment

• Performance

• Organizational citizenship behavior

• Job satisfaction

• Turnover intentions

・Stress

Understanding social influence will help you:

• Interview for a job/internship

• Ask a coworker for a favor

• Share your ideas for improving the department

• Seek a raise or promotion

• Ask for a deadline extension

• Motivate others when you are a leader

Soft influence tactics

Rational persuasion

• Inspirational appeals

• Consultation

is friendlier and not as coercive

Hard influence tactics

Exchange

• Coalition

• Legitimating

• Pressure

exert more pressure

Influence tactics is:

the conscious efforts to affect and change behaviors in others.

1) Rational persuasion

2) Inspirational appeals

3) Consultation

4) Ingratiation

5) Personal appeals

6) Exchange

7) Coalition tactics

8) Pressure

9) Legitimating tactic

Rational persuasion

Trying to convince someone with reason, logic, or facts.

Inspirational appeals.

Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.

Consultation.

Getting others to participate in planning, making decisions, and changes.

Ingratiation.

Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor

Personal appeals.

Referring to friendship and loyalty when making a request.

Exchange.

Making explicit or implied promises and trading favors.

Coalition tactics.

Getting others to support your efforts to persuade someone.

Pressure.

Demanding compliance or using intimidation or threats.

Legitimating tactics.

Basing a request on one’s authority or right, organizational rules or policies, or explicit/implied support from superiors.

Moderately effective influence tactics

• Ingratiation

• Personal appeal

Exchange

Organizational Politics is:

Intentional acts in pursuit of self-interests that conflict with organizational interests.

characteristics of Organizational Politics:

Politics is found in nearly all organizations.

Ø Goal of political behavior is to exert influence on others to

serve self-interests.

Ø Political behavior can be good or bad (though it is normally

perceived negatively)

Frequently used political tactics:

• Building a network of useful contacts

• Using key players to support initiatives

• Making friends with power brokers

• Bending the rules to fit the situation

• Self-promotion

• Creating a favorable image

• Praising others

• Attacking or blaming others

• Using information as a political tool

Levels of political action

individual → coalition → network

Individual level of politcal action:

individual pursuit of general self-interest

coalition level of politcal action:

Cooperative pursuit of group interset in a specific issue

network level of politcal action:

Cooperative pursiot of general self-interest

Individuals who are highly political:

• Run the risk of being called self- serving

• May lose credibility

• May be considered poor team players