12 1 Essentials of Organizational Behavior 11e Global
12 -1 Essentials of Organizational Behavior, 11/e Global Edition Stephen P. Robbins & Timothy A. Judge Chapter 12 Power and Politics Copyright © 2012 Pearson Education
After studying this chapter, you should be able to: 12 -2 1. 2. 3. 4. 5. 6. Define power and contrast leadership and power. Contrast the five bases of power. Identify nine power or influence tactics and their contingencies. Identify the causes and consequences of political behavior. Apply impression management techniques. Show the influence of culture on the uses and perceptions of politics. Copyright © 2012 Pearson Education
Power 12 -3 The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes Two facets: Potential: power does not need to be actualized to be effective Dependency: based on the available alternatives and their desirability Copyright © 2012 Pearson Education
12 -4 Contrasting Leadership and Power Differences Goal Compatibility Direction of Influence Research Emphasis Copyright © 2012 Pearson Education Leadership Requires goal congruence Power Only needs dependence Focuses on downward influence Concerned with influence in all directions Emphasizes leadership style Broader topic: focuses on tactics used by individuals and groups
Formal Bases of Power 12 -5 Due organizational position: Coercive Power Reward Power Complies from fear of the negative results Complies due to desire for positive benefits Legitimate Power From the formal authority to control and use organizational resources Copyright © 2012 Pearson Education
Personal Bases of Power 12 -6 Stems from an individual’s unique characteristics: Expert Referent Copyright © 2012 Pearson Education Influence wielded as a result of expertise, special skill, or knowledge Based on identification with a person who has desirable resources or personal traits charisma
Effective Power Bases 12 -7 Expert and referent power are positively related to performance and commitment Reward and legitimate power are unrelated to organizational outcomes Coercive power is negatively related to employee satisfaction and commitment Copyright © 2012 Pearson Education
Power Tactics 12 -8 Copyright © 2012 Pearson Education Used to translate power bases into specific actions that influence others More immediate than power bases Can result in the accumulation of a power base
Nine Influence Tactics 12 -9 Legitimacy: Relying on one's positional authority or stressing the request is in accordance with organizational policies and rules. Rational persuasion: Presenting logical arguments and factual evidence to demonstrate the request is reasonable. Inspirational appeals: Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. Consultation: Increasing the target’s motivation and support by involving him or her in deciding how the plan or change will be done. Exchange: Rewarding the target with benefits or favors in exchange for following a request. Personal appeals: Asking for compliance based on friendship or loyalty. Ingratiation: Using flattery, praise, or friendly behavior prior to making the request. Pressure: Using warnings, repeated demands, and threats. Coalitions: Enlisting the aid of other people to persuade the target or using the support of others as a reason for the target to agree. Copyright © 2012 Pearson Education
Influence Tactic Effectiveness 12 -10 Most effective: Rational Persuasion Inspirational Appeals Consultation Least effective: Pressure Combining tactics increases effectiveness Direction, sequencing, individual skill, and organizational culture modify effectiveness Tactic effectiveness is modified by the direction of the influence. Downward. Inspirational appeals and pressure work best as downward influencing tactics. Lateral. Personal appeals and coalitions are most effective as lateral influence attempts. Upward. The only tactic that is effective across all organizational levels is rational persuasion. Copyright © 2012 Pearson Education
Politics: Power in Action 12 -11 Politics occur when employees convert power into action Organizational Politics: Activities not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization Outside of job requirements Requires the use of power Copyright © 2012 Pearson Education
12 -12 Legitimacy of Political Behaviors Based on sticking to the implied rules Legitimate: Normal everyday politics – complaining Illegitimate: “Hardball” activities such as sabotage, whistleblowing, and symbolic protests Copyright © 2012 Pearson Education
The Reality of Politics 12 -13 Politics arise in organizations because of: Conflicting interests Limited resources Ambiguity in decision making Politicking: twisting facts to support one’s own goals and interests Copyright © 2012 Pearson Education
12 -14 Individual Factors Contributing to Political Behavior Traits that encourage political action: High self-monitors High need for power Situational influences leading to illegitimate political actions: Lower organizational investment Greater the number of perceived alternatives Greater expectations of success Copyright © 2012 Pearson Education
12 -15 Organizational Factors Contributing to Political Behavior Organizational resources declining or distribution shifting Opportunity for promotion exists Organizational culture issues: Low trust Role ambiguity Zero-sum reward allocation High performance pressures Leading by poor example Copyright © 2012 Pearson Education
12 -16 Responses to Organizational Politics For those unwilling to play, or with modest political skills, the outcomes are negative Moderated by individual’s understanding of who makes decisions and why they were selected When perceived as a threat, people respond with defensive behaviors Copyright © 2012 Pearson Education
Impression Management (IM) 12 -17 The process by which individuals attempt to control the impression others form of them People may misrepresent themselves in situations of high uncertainty or ambiguity Misrepresentations may discredit the individuals – seen as insincere or manipulative Copyright © 2012 Pearson Education
Techniques Used for Impression Management Conformity: agreeing with someone else's opinion in order to gain his or her approval. Favors: doing something nice for someone to gain that person's approval. Excuses: explanations of our predicament-creating event aimed at minimizing the apparent severity of the predicament. Apologies: admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action. Self-Promotion: highlighting one's best qualities, downplaying one's deficits, and calling attention to one's achievements. Enhancement: Claiming that something you did is more valuable than most other members of the organizations would think is a selffocused IM technique. Flattery: complementing others on their virtues in an effort to make one appear perceptive and likable. Exemplification: Doing more than you need to in an effort to show dedicated and hard working you are is an assertive IM Copyright © 2012 Pearson Education technique.
Impression Management Results 12 -19 Interviews Copyright © 2012 Pearson Education Self-promotion and ingratiation work well Performance Evaluations Ingratiation positively related Self-promotion is negatively related
The Ethics of Behaving Politically 12 -20 Questions to consider: 1. What is the utility of engaging in the behavior? 2. How does the utility of engaging in the political behavior balance out any harm it will do to others? 3. Does the political activity conform to standards of equity and justice? Copyright © 2012 Pearson Education
Global Implications 12 -21 Perception of Politics: Negative consequences are common Preference for Power Tactics: Differences exist consistent with cultural values Effectiveness of Power Tactics: Little evidence for differences Copyright © 2012 Pearson Education
Implications for Managers 12 -22 Power can be increased by: Increasing the dependence of others Gaining unique knowledge or skills Minimizing one’s own dependence Acquiring useful bases of power Using effective power tactics Avoiding coercion Copyright © 2012 Pearson Education
Keep in Mind… 12 -23 Informal, expert, and referent power are the most important Use consultation and inspirational appeals IM techniques effectiveness depends on the setting Copyright © 2012 Pearson Education
Summary 12 -24 1. 2. 3. 4. 5. 6. Defined power and contrasted leadership and power. Contrasted the five bases of power. Identified nine power or influence tactics and their contingencies. Identified the causes and consequences of political behavior. Applied impression management techniques. Showed the influence of culture on the uses and perceptions of politics. Copyright © 2012 Pearson Education
12 -25 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2012 Pearson Education
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