Power and Influence in the Workplace

Learning Objectives

• 10-1: Describe the dependence model of power and the five sources of power in organizations, emphasizing how they interact and influence organizational dynamics.

• 10-2: Discuss the four contingencies of power, including examples of each and their implications for organizational behavior.

• 10-3: Explain how people and work units gain power through social networks, detailing the mechanisms of influence and resource sharing within these networks.

• 10-4: Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic, providing contextual examples for each.

• 10-5: Identify the organizational conditions and personal characteristics associated with organizational politics, as well as recommended strategies to mitigate negative implications while enhancing positive politics.

The Meaning of Power

• Definition: Power is defined as the capacity of a person, team, or organization to influence others and to effect change within and outside of their organizational context.

• Key Aspects:

• Power is characterized by its potential to change attitudes, behaviors, and outcomes, rather than just its exercise.

• The effectiveness of power relies on the target's perception that the powerholder can control a resource deemed valuable or necessary.

• Power dynamics often involve unequal dependence—both parties must have a minimum level of trust and willingness to engage in an exchange.

Dependence Model of Power

• The Dependence Model illustrates that power is generated through relationships of dependence between parties.

• The more a person or group relies on another for essential resources, the greater the power held by the provider of those resources.

• This model highlights the importance of resource control and strategic resource management within organizational contexts.

Five Sources of Power in Organizations

1. Legitimate Power:

• Power derived from recognized and accepted authority within an organization based on role agreements.

• Zone of Indifference: This concept refers to the range of behaviors that followers are willing to accept from power holders without resistance.

• Legitimate power is often reinforced by the norm of reciprocity, where individuals feel obliged to return favors.

• Information control plays a critical role as a form of legitimized power, where access to valuable information is regulated by the power holder.

1. Expert Power:

• This power stems from a person’s specialized knowledge, skills, or expertise in a specific area, positioning them as a critical resource in decision-making processes.

• It becomes particularly vital in uncertain environments where expertise is necessary to navigate challenges.

• Expert power encourages organizational improvement and innovation due to trust and reliance on knowledgeable individuals.

1. Reward Power:

• This source of power involves the ability to provide positive rewards or remove negative consequences from followers, making it essential in motivating employees.

• Leaders who effectively leverage reward power can shape behavior and contribute to the overall satisfaction and productivity of team members.

1. Coercive Power:

• Coercive power is the ability to impose punishments or negative consequences to ensure compliance, often leading to fear-based motivations.

• While it can be effective in the short term, reliance on coercive power can harm relationships and lead to a toxic organizational culture.

1. Referent Power:

• This power comes from being well-liked and respected by others, often associated with charismatic leadership.

• Leaders who embody referent power can inspire loyalty and a strong identification with the power holder, although it’s crucial to maintain critical evaluation of leadership decisions.

Contingencies of Power

• Nonsubstitutability:

• Power increases when the resources offered are unique and cannot easily be substituted by others.

• Strategies for enhancing nonsubstitutability include controlling access to valuable resources and developing specialized skills that others lack.

• Centrality:

• Centrality in organizational social networks correlates with power; individuals or units that play a critical role in interdependencies enjoy greater influence and authority.

• Visibility:

• Recognized contributions to organizational success amplify one's power, as those who are visible to others as resource controllers are more likely to wield influence.

• Discretion:

• The ability to exercise judgment and make independent decisions substantially increases one’s power, as it reflects a high level of trust and autonomy from others in the organization.