OB-Chapter 12 power politics ethics

power

Power is the ability to influence the behavior, decisions, or actions of others who rely on you in some way.

• It doesn’t mean the relationship is negative or abusive.

• Power can move upward, downward, or laterally within an organization.

• Both individuals and groups can possess and use power.

Base of individual power

1. Legitimate power – Power derived from a person’s position or job in an organization.
   Example: A team leader assigns tasks to team members.

2. Reward power – Power derived from the ability to provide positive outcomes and prevent negative outcomes.
   Example: A manager gives a bonus to top performers.

3. Coercive power – Power derived from the use of punishment and threat.
   Example: An employee follows instructions to avoid being written up.

4. Referent power – Power derived from being well liked by others.
   Example: Colleagues support a peer’s idea because they admire her.

5. Expert power – Power derived from having special information or expertise that is valued by an organization.
   Example: A cybersecurity specialist is consulted on all data protection matters.

Employee Responses to Bases of Power

• Coercive power → Resistance
  Employees may push back or resent being threatened or punished.

• Reward power → Compliance
  Employees will go along to gain rewards, but not necessarily with enthusiasm.

• Legitimate power → Compliance
  Employees follow orders because they recognize the authority, even if not fully committed.

• Expert power → Commitment
  Employees trust the person’s knowledge and are genuinely motivated to follow.

• Referent power → Commitment
  Employees admire and respect the person, leading to wholehearted support.

Empowerment

Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems.
Example: A store manager lets employees suggest and implement ideas to improve customer service

• When done right, it improves both employee confidence and organizational performance.

Influence Tactics

Tactics that are used to convert power into actual influence over others

• Assertiveness – Using demands, orders, or reminders.

• Ingratiation – Using flattery or friendliness to gain favor.

• Rationality – Using logic and reasoning to persuade.

• Exchange – Offering something in return for support.

• Upward appeal – Getting support from higher-ups to influence others.

• Coalition formation – Gaining support from others to strengthen your position.

Power base and who you’re influencing.

Rationality tends to work better for men in upward influence.

Ingratiation is more effective for women in similar situations.

Strategic Contingencies

are crucial factors that impact how well an organization performs and are controlled by important subunits (like departments) within the organization.

• Scarcity – They have access to rare resources.

• Uncertainty – They can handle or reduce unpredictable situations.

• Centrality – Their work is central and critical to others’ functioning.

• Substitutability – few or no alternatives to what they provide.

Subunit power

refers to the amount of power that different parts of an organization—like departments or teams—hold within the company.

Organizational Politics

The pursuit of self-interest within an organization, regardless of whether it aligns with organizational goals.

ex. A manager promotes a friend to a better position to gain loyalty, even if that person isn’t the best candidate.

Political Skill

The ability to understand others at work and use that knowledge to influence them in ways that advance personal or organizational goals.

Key components:

• Social astuteness (reading social cues)

• Interpersonal influence (persuading others)

• Networking ability (building relationships)

• Apparent sincerity (seeming genuine

Impression Management

The process of shaping how others see you or your ideas to create a favorable image.

• Upward impression management: Trying to impress your boss or higher-ups.

Example:
An employee highlights their achievements in a casual conversation with their supervisor to gain recognition

Machiavellianism

set of cynical beliefs about human nature and morality that justifies using any tactics, including manipulation, to achieve one’s goals.
ex. A manager secretly spreads rumors to undermine a rival and secure a promotion.

Defensiveness in Politics

Protecting self-interest by avoiding action or blame.

• Stalling: Delaying tasks to avoid doing them.

• Overconforming: Following rules too strictly to avoid extra work.

• Buck passing: Passing responsibility to others.

• Buffing: Documenting actions to avoid blame.

• Scapegoating: Blaming others for failures.

Bounded ethically

The psychological process where people unknowingly act against their own ethical standards.

ex An employee ignores small unethical shortcuts at work because they don’t realize these actions conflict with their personal values.

Bottom line mentality

A narrow focus on financial outcomes like profits or stock price, ignoring company values and fairness.

ex. A manager pushes employees to cut corners to boost quarterly profits, disregarding ethical practices.

Whistle-blowing:

When a current or former employee exposes wrongdoing or unethical practices within an organization to someone who can fix it.
ex. worker alerts government regulators about financial fraud happening in their company.

8 common political tactics

• Attacking or blaming others: Shifting fault to protect yourself.

• Using information as a political tool: Controlling or withholding info to gain advantage.

• Creating a favourable image (impression management): Managing how others see you.

• Developing a base of support: Building allies who back your goals.

• Praising others: Complimenting to gain goodwill or influence.

• Forming power coalitions: Teaming up with strong allies for greater influence.

• Associating with influential people: Linking with powerful individuals to boost your status.

• Creating obligations (reciprocity): Doing favors to build debts others feel they must repay.

Causes of Unethical Behavior:

• Expecting personal gain or rewards.

• Role conflicts between job duties and professional ethics.

• Intense competition for limited resources.

• Certain personality traits (e.g., high need for power).

• Higher moral self-awareness reduces unethical actions.

• Organizational and industry culture influence ethical choices.