Essentials of Organizational Behavior 13 e Stephen P
Essentials of Organizational Behavior 13 e Stephen P. Robbins & Timothy A. Judge Chapter 5 Personality and Values Copyright © 2016 Pearson Education, Inc. 5 -1
Chapter 13 Power and Politics Copyright © 2016 Pearson Education, Inc.
After studying this chapter you should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Define power. Contrast leadership and power. Describe the five bases of power. Identify nine power or influence tactics and their contingencies. Determine how power affects people. Define organizational politics and describe why politics exist in organizations. Identify the causes and consequences of political behavior. Determine whether a political action is ethical. Describe the political mapping process and its advantages. Copyright © 2016 Pearson Education, Inc. 13 -3
A Definition of Power n Power: The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes n The most important aspect of power is that it is a function of dependence Copyright © 2016 Pearson Education, Inc. 13 -4
Contrasting Leadership and Power Differences Goal Compatibility Direction of Influence Research Emphasis Leadership Requires goal congruence Focuses on downward influence Power Only needs dependence Concerned with influence in all directions Broader topic: focuses on Emphasizes tactics used by leadership style individuals and groups Copyright © 2016 Pearson Education, Inc. 13 -5
Formal Bases of Power n Formal power is based on an individual’s organizational position n Coercive Power: Complies from fear of the negative results n Reward Power: Complies due to desire for positive benefits n Legitimate Power: From the formal authority to control and use organizational resources Copyright © 2016 Pearson Education, Inc. 13 -6
Personal Bases of Power n Personal power stems from an individual’s unique characteristics n Expert: Influence wielded as a result of expertise, special skill, or knowledge n Referent: Based on identification with a person who has desirable resources or personal traits n Charisma Copyright © 2016 Pearson Education, Inc. 13 -7
Effective Power Bases n Expert and referent power are positively related to performance and commitment n Reward and legitimate power are unrelated to organizational outcomes n Coercive power is negatively related to employee satisfaction and commitment Copyright © 2016 Pearson Education, Inc. 13 -8
Power Tactics n Power tactics: Used to translate power bases into specific actions that influence others n Some are more effective than others Copyright © 2016 Pearson Education, Inc. 13 -9
Nine Influence Tactics 1. 2. 3. 4. 5. 6. 7. 8. 9. Legitimacy Rational persuasion Inspirational appeals Consultation Exchange Personal appeals Ingratiation Pressure Coalitions Copyright © 2016 Pearson Education, Inc. 13 -10
Influence Tactic Effectiveness n Most effective: n. Rational persuasion n. Inspirational appeals n. Consultation n. Least effective: n. Pressure n. Combining tactics increases effectiveness n Direction, sequencing, individual skill, and organizational culture modify effectiveness Copyright © 2016 Pearson Education, Inc. 13 -11
Preferred Power Tactics by Influence Direction Copyright © 2016 Pearson Education, Inc. 13 -12
Global Implications n Culture affects preference for power tactics n Individualistic cultures n See power in personalized terms and as a legitimate means of advancing personal ends n Engage in more self-enhancement behaviors n Collectivistic cultures n See power in social terms and as legitimate means of helping others Copyright © 2016 Pearson Education, Inc. 13 -13
Political Skill n Political skill: ability to influence others to enhance one’s own objectives n Politically skilled are more effective users of all the influence tactics n Political skill is more effective when the stakes are high n Those with political skill can exert their influence without others detecting it Copyright © 2016 Pearson Education, Inc. 13 -14
How Power Affects People n People with power: n Put their interests ahead of others n Objectify others n React to threats against their competence n Tend to be overconfident n But there can be positive effects of power n Depends on personality Copyright © 2016 Pearson Education, Inc. 13 -15
Organizational Politics n Political behavior: consists of activities that are not required as part of an individual’s formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization Copyright © 2016 Pearson Education, Inc. 13 -16
The Reality of Politics n Politics arise in organizations because of: n Conflicting interests n Limited resources n Ambiguity in decision making n Politicking: Twisting facts to support one’s own goals and interests Copyright © 2016 Pearson Education, Inc. 13 -17
Individual Factors Contributing to Political Behavior n Traits that encourage political action: n. High self-monitors n. Internal locus of control n. High need for power n Situational influences leading to illegitimate political actions n. Lower organizational investment n. Greater number of perceived alternatives n. Greater expectations of success Copyright © 2016 Pearson Education, Inc. 13 -18
Organizational Factors Contributing to Political Behavior n Organizational resources declining or distribution shifting n Opportunity for promotion exists n Organizational culture issues n Low trust n Role ambiguity n Zero-sum reward allocation n Democratic decision making n High performance pressures n Leading by poor example n Unclear performance evaluation systems Copyright © 2016 Pearson Education, Inc. 13 -19
Responses to Organizational Politics Copyright © 2016 Pearson Education, Inc. 13 -20
Qualifiers to Responses to Organizational Politics n The politics-performance relationship is moderated by individual’s understanding of who makes decisions and why they were selected n Political behavior at work moderates the effects of ethical leadership n When politics are perceived as a threat, people respond with defensive behaviors Copyright © 2016 Pearson Education, Inc. 13 -21
Impression Management n Impression Management: The process by which individuals attempt to control the impression others form of them n People may misrepresent themselves in situations of high uncertainty or ambiguity n Misrepresentations may discredit the individuals – seen as insincere or manipulative Copyright © 2016 Pearson Education, Inc. 13 -22
Using Impression Management n IM and interviews: n Self-promotion and ingratiation work well n IM and performance evaluations: n Ingratiation positively related n Self-promotion is negatively related Copyright © 2016 Pearson Education, Inc. 13 -23
The Ethics of Behaving Politically Questions to consider: 1. What is the utility of engaging in politicking? 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 © 2016 Pearson Education, Inc. 13 -24
Mapping Your Political Career Copyright © 2016 Pearson Education, Inc. 13 -25
Implications for Managers n As a manager who wants to maximize your power, you will want to increase others’ dependence on you. n You will not be alone in attempting to build your power bases. n Try to avoid putting others in a position where they feel they have no power. n By assessing behavior in a political framework, you can better predict the actions of others and use that information to formulate political strategies that will gain advantages for you and your work unit. n Help others understand the importance of becoming politically savvy. 13 -26 Copyright © 2016 Pearson Education, Inc.
Keep in Mind… n Informal, expert, and referent power are the most important n Use consultation and inspirational appeals n The effectiveness of IM techniques depends on the setting Copyright © 2016 Pearson Education, Inc. 13 -27
Summary 1. 2. 3. 4. Defined power. Contrasted leadership and power. Described the five bases of power. Identified nine power or influence tactics and their contingencies. 5. Determined how power affects people. 6. Defined organizational politics and described why politics exist in organizations. 7. Identified the causes and consequences of political behavior. 8. Determined whether a political action is ethical. 9. Described the political mapping process and its advantages. Copyright © 2016 Pearson Education, Inc. 13 -28
Copyright © 2016 Pearson Education, Inc. 13 -29
- Slides: 29