ADMN 2220 Chapter 10

Chapter Ten: Power and Influence at Work

Learning Objectives

• Understand the nature of power

• Identify types of power

• Explore the power of social networks

• Analyze consequences of power

• Learn how to influence others

• Recognize organizational politics

The Meaning of Power

• Definition: Capacity of a person, team, or organization to influence others.

• Power reflects potential to change attitudes and behavior rather than actual change.

• Perception: Targets may be unaware of their own power; perception involves a belief that the powerholder controls valuable resources.

• Power is characterized by unequal dependence between individuals.

Power and Dependence

• Dynamics:

  • Person A (powerholder) and Person B (dependent individual).

  • Person A is perceived as controlling resources essential for Person B's goal achievement.

  • Person B possesses countervailing power to balance the influence.

Meaning of Countervailing Power

• Countervailing Power: The capacity of a person, team, or organization to keep a more powerful individual or group engaged in a reciprocal relationship.

Model of Power in Organizations

• Sources of Power:

  • Legitimate Power: Compliance based on assigned roles.

  • Reward Power: Control over valued rewards; can remove negative sanctions.

  • Coercive Power: Ability to punish.

  • Expert Power: Based on knowledge or skill.

  • Referent Power: Based on identification and respect towards the powerholder.

Legitimate Power

• Characteristics:

  • Authority derived from a role or position.

  • Zone of Indifference: Range of behaviors that individuals comply with.

  • Norm of Reciprocity: Obligation to help those who have helped you.

  • Information Control: Right to distribute information creates dependence.

Other Sources of Power

• Reward Power: Control over desirable outcomes.

• Coercive Power: Ability to enforce penalties.

• Referent Power: Influences through personal traits like charisma.

Expert Power

• Influences others by possessing valued skills or knowledge.

• Organizations perform better in predictable settings; experts can:

  • Prevent or forecast environmental changes.

  • Absorb or manage changes.

Mini Case Study

• Maintenance team relies on their expertise for repairs, not to prevent breakdowns.

• Team refuses to document procedures, increasing their unique power in the situation.

Contingencies of Power

• Factors affecting power:

  • Substitutability: Number of alternatives available; more power when alternatives are limited.

  • Centrality: Impact degree of the actor’s relationships with others.

  • Visibility: Being known as a holder of valuable resources.

  • Discretion: The freedom to make decisions increases power.

Power of Social Networks

• Social networks create connections through interdependence.

• Social Capital: Resources gained through relationships providing information, visibility, and referent power.

Social Network Ties

• Strong Ties: Close relationships providing abundant resources, yet less unique information.

• Weak Ties: Casual connections offering unique resources.

Social Network Centrality

• Centrality is based on:

  • Betweenness: Positioned between others in the network.

  • Degree Centrality: Number of direct connections.

  • Closeness: Quality of relationships.

Consequences of Power

• Individual power affects empowerment; expert and referent power specifically increase motivation, job satisfaction, and performance.

• Leaders feel a heightened sense of responsibility with legitimate and reward power.

• Engaging less in stereotyping behaviors is common among those with power.

Influencing Others

• Definition of Influence: Behaviors aiming to alter attitudes or actions.

• Central in organizational dynamics and leadership.

Types of Influence

• Assertiveness: Using legitimate and coercive power actively.

• Silent Authority: Complying without overt influence, relying on legitimacy and role models.

• Coalition Formation: Grouping for increased power against individuals.

• Information Control: Managing access to information.

• Upward Appeal: Seeking higher authority support.

• Persuasion: Utilizing logical reasoning and emotions effectively.

Types of Influence (Continued)

• Exchange: Using past favors for compliance.

• Impression Management: Shaping public image actively.

Consequences of Influence

• Resistance: Opposition to desired behavior.

• Compliance: Adhering without support.

• Commitment: Identify with the influencer’s request.

Soft vs. Hard Influence Tactics

• Soft tactics are generally seen as more acceptable. Suitability depends on the influencer's power base, position, and cultural context.

Organizational Politics

• Self-serving behaviors perceived negatively by others.

• Effects include lower job satisfaction, commitment, and performance.

Types of Political Activity

• Engaging in tactics like attacking, using information strategically, managing impressions, and building coalitions.

Empowerment: Giving Power to Employees

• Empowerment involves decision-making abilities within defined boundaries versus risk-taking and growth.

Stages of Empowerment

• No Discretion: Routine, repetitive tasks with no decision-making power.

• Participatory Empowerment: Groups with decision-making authority showing increased satisfaction.

• Self-Management: Total decision-making power generally for top management.

The Abuse of Power: Workplace Bullying

• Bullying spans levels within organizations; 71.4% of Canadian workers reported harassment, reflecting significant workplace issues.

The Abuse of Power: Sexual Harassment

• Defined by the Supreme Court of Canada as unwelcome sexual behavior affecting work environments.