Chapter 9 – Power & Politics in Organizations

9.1 Power in Organizations

• Definition & Core Idea
– Power = potential/capacity to influence another’s behaviour or attitude in a desired fashion.
– Influence = capacity to affect character, development or behaviour of someone/something.
– Leadership = use of interpersonal & social power to influence others.
• Neutral Nature
– Power itself is morally neutral; valence (good/bad) depends on application.
• Functional vs. Dysfunctional Use
– Functional: motivates, persuades, advances beneficial goals → label person a “good leader”.
– Dysfunctional: manipulation, threat, unfair advantage → regarded as problematic/abusive.
• Potential & Perception
– Power = latent energy; even unused, people defer to high-power actors.
– A visible “capacity” can shape reactions before any actual influence is exercised.

Power Distance

• Degree to which power is distributed unequally and accepted as such.
• High distance → formality (titles, special offices); Low distance → egalitarian relations (casual dress, open offices).
• Reducing distance:
– Empowered environments where it is safe to speak up.
– Shared decision making, information transparency, casual symbols (no titles).
– Physically open workspaces.

Where Does Power Come From? – Personal vs. Position Power

• Position (Formal) Authority: granted by structure & span of control; not always obeyed.
• Personal/Social/Relational Sources: credibility, expertise, networks.
• “Influence without authority” = personal power exercised absent formal title.

Dependencies & Formulaic View

• Power flows from dependency: control of something others need – information, resources, decision rights.
• Useful heuristic:
(Power) \;\propto \; \frac{Dependence_{others\ on\ you}}{Your\ dependence\ on\ others}}
• Managing dependence (Fig 9.1): increase others’ reliance on you, decrease your reliance on them.

Avoiding Powerlessness

• Powerlessness = felt lack of control/autonomy over self or work.
• Can trigger fight-or-flight response → aggressive defence or withdrawal.
• Zero-sum mindset: belief that one’s gain equals another’s loss, Gain<em>A+Gain</em>B=0Gain<em>A + Gain</em>B = 0; heightens conflict (Fig 9.2).
• Sustainable answer = shift from “power over” to “power with” (empowerment): share power, information, decision authority & rewards.

9.2 Building Power Bases

• Two umbrella categories:
– Position Power (embedded in role).
– Personal Power (resides in individual relationships).

Position Power Types

• Legitimate Power
– Formal authority from hierarchy/ title.
– Visualised in org charts (spans of control).
• Reward Power
– Ability to grant positive outcomes or remove negative conditions.
– Effectiveness drops if rewards inequitable, mis-matched or not valued.
• Coercive Power
– Influence via threat/punishment (transfer, demotion, firing, withholding rewards).
– Required occasionally for serious issues, but over-use damages morale/culture.

Typical Responses to Position Power

• Umbrella term: Conformity. Sub-levels:

  1. Compliance: do it to obtain reward/avoid punishment—instrumental.

  2. Commitment: accept due to duty/obligation.
    • Identification – maintain good relationship.
    • Internalisation – behaviour aligns with values.

  3. Resistance: say no, stall, argue.
    • Constructive Resistance – thoughtful dissent offering alternatives.
    • Dysfunctional Resistance – ignore, undermine, disrupt.

Personal Power Sources

• Expert Power – valued knowledge, experience, judgement.
• Referent Power – credibility, respect, charisma; also via endorsement or group association.
• Connection Power – ability to leverage networks.
– Association Power (“who you know” → access to key decision makers).
– Reciprocity/Reciprocal Alliances (“I owe you one”).
– Information Power – privileged access & ability to disseminate valuable information; may be positional or personal.

Responses to Personal & Connection Power

• More likely to evoke intrinsic motivation: followers act because they want to, not because they must.

Establishing & Maintaining Power Bases

• Build before you need them:
– Demonstrate competence & value.
– Maintain good relationships.
– Solve problems collaboratively.
• Position/Personal: prove capability & credibility.
• Information/Connection: cultivate wide, trust-based networks; stay “in the loop”.

9.3 Navigating the Political Landscape

Organizational Politics – Definition & Rationale

• Efforts by members to secure resources & goals through formal/informal systems.
• Reflect how power is acquired & used in decision making.
• Arise because workplaces contain:
– Formal systems (procedures, structures).
– Informal systems (relationship patterns, daily interactions).
• Self-interested politics: coalition-building, favoritism, scapegoating, back-stabbing, information as weapon.

Political Climate

• Degree to which people operate within/around formal rules.
• Work-arounds (loopholes, leveraging influencers) can aid or harm orgs.
• Perception differs by power status: high-power actors see benefits, low-power actors may feel demoralised.

Political Skill (a.k.a. Political Savvy)

• Ability to read environment, understand people, and influence outcomes to achieve personal/organizational objectives.

Components

  1. Social Astuteness – accurately read social interactions, interpret motives, monitor evolving dynamics.

  2. Framing Ability – tailor messages to audience needs, invoke desired interpretations → subtle persuasion (interpersonal influence).

Influence Tactics (common toolkit)

• Softer / Less coercive

  1. Rational Persuasion

  2. Inspirational Appeal

  3. Consultation

  4. Ingratiation

  5. Personal Appeals
    • Harder / More coercive

  6. Exchange

  7. Coalition Tactics

  8. Pressure

  9. Legitimating Tactics

Possible Target Responses (Fig 9.4)

• Resistance: refusal, excuses, delays, sabotage.
• Compliance: apathetic or unenthusiastic agreement (“have to”).
• Commitment: enthusiastic, voluntary (“want to” & owns it).

Navigating Politics Effectively

• Moderate, prudent political behaviour = survival skill.
• Steps:

  1. Build & balance power bases.

  2. Hone political skill (read motives, frame messages, select influence tactic).

  3. Verify information before acting; avoid misinterpreting motives.

  4. Cultivate supportive networks inside & outside org.

Ethical, Philosophical & Practical Implications

• Ethics of Power Use: Leaders must avoid triggering powerlessness; share power to create “power with” cultures.
• Zero-Sum Thinking heightens adversarial responses; promoting win-win mind-sets fosters collaboration.
• Empowerment improves morale, innovation, and reduces destructive politics.
• Political Literacy is not inherently manipulative; it safeguards career resilience and can steward organisational health when aligned with collective goals.

Quick-Reference Study Points

• Power is potential influence; neutral by default.
• Source = dependencies. Manage them to gain, mismanage → lose power.
• Position Power: legitimate, reward, coercive → usually prompt conformity/compliance.
• Personal/Connection Power: expert, referent, association, reciprocity, information → mobilise commitment.
• Responses spectrum: resistance ⇄ compliance ⇄ commitment.
• Political skill = social astuteness + framing + influence tactics.
• Influence tactics ordered from soft (rational persuasion) to hard (pressure).
• Reduce power distance & empower others to create healthier, less adversarial climates.