Download Chapter 11

11
Power and
Political Behavior
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible website, in whole or in part.
What is Power
Power
• Ability to influence another person
• Influence: Affecting the thoughts, behavior, and feelings of another
person
• Authority: Right to influence another person
Zone of indifference
• Range in which attempts to influence a person will be:
• Perceived as legitimate
• Acted on without a great deal of thought
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
2
Interpersonal Forms of Power
Reward power
• Based on an agent’s ability to control rewards that a target wants
Coercive power
• Based on an agent’s ability to cause an unpleasant experience for a target
Legitimate power
• Based on position and mutual agreement
Referent power
• Based on interpersonal attraction
Expert power
• Exists when an agent has specialized knowledge or skills that the target needs
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
3
Power: Compliance or Effectiveness
 Compliance: Focused on doing things right
(management)
 Reward, Coercive, Legitimate power
 Least effective but most often used my managers
 Effectiveness: focused on doing the right thing
(leadership)
 Referent, expert power
 Develop through interpersonal relationships with
employees
Which Power Is Most Effective?
Expert Power!
• Strongest relationship to performance & satisfaction
• Transfers vital skills, abilities, and knowledge within the
organization
• Employees internalize what they observe & learn from
managers they consider “experts”
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
5
Criteria for Power-Related Behavior to be
Considered Ethical
Utilitarian outcomes
• Outcome of the behavior should be good for people
inside and outside the organization
Individual rights
• Respecting the rights of all individuals
Distributive justice
• Treating all individuals with respect
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
6
Positive versus Negative Power
Social power
• Used to create motivation or to accomplish group goals
• Positive face of power
• Characteristics
• Belief in the authority system
• Preference for work and discipline
• Altruism and belief in justice
Personal power
• Used for personal gain
• Negative face of power
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
7
How to spot an asshole (Sutton, 2007)
1. After talking to the alleged asshole, does the
‘target” feel oppressed, humiliated, de-eneergized,
or belittled by the person? In particular, does the
target feel worse about him or herself?
2. Does the alleged asshole aim his or her venom at
people who are less powerful rather than at
those people who are more powerful? (Kiss up,
kick down)
•Social power
–Create motivation or accomplish group
goals
–Best managers have a high need for social
power coupled with a relatively low need for
affiliation
•They want to do good for all of their
employees, not just the ones that are
their buddies
Kanter’s Symbols of Power
•
Intercede for someone in trouble
•
Obtain placements for favored employees
•
Exceed budget limitations
•
Procure above-average raises for employees
•
Place items on meeting agendas
•
Access to early information
•
Have top managers seek out their opinion
Common Theme: Doing things for others
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
10
Kanter’s Symbols of Powerlessness
Top Executives
Staff Professionals
• budget cuts
• punishing behaviors
• top-down communications
• resistance to change
• turf protection
Managers
• assign external attribution blame others or environment
First-line Supervisors
• overly close supervision
• inflexible adherence to rules
• do job rather than train
Key to overcoming powerlessness:
share power and delegate decision
making
Korda’s Power Symbols
Furnishings
Time
Access
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
12
Political Behavior in Organizations
Organizational politics
• Use of power and influence in organizations
Political behavior
• Actions not officially sanctioned by an
organization
• Taken to influence others in order to meet
one’s personal goals
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
13
Political Skill
One’s ability to carry out tasks
•
•
•
•
•
Using their favorable interpersonal relationships
Outside what is formally prescribed by the organization
Should be considered in hiring and promotion decisions
Buffers the negative effects of stressors
Leads to a positive effect on team performance, trust, and
support for the leader
Dimensions
•
•
•
•
Social astuteness
Interpersonal influence
Networking ability
Sincerity
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
14
Table 11.2
Influence Tactics Used in Organizations
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
15
Table 11.2
Influence Tactics Used in Organizations
(continued 1)
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
16
Table 11.2
Influence Tactics Used in Organizations
(continued 2)
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
17
Film Clip: Elizabeth
• What type of power could Elizabeth have
used – reward, coercive, legitimate,
referent, expert?
• What type of power did she use?
• Watch for the influence tactics consultation,
ingratiation, rational persuasion,
inspirational appeals
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
18
Managing Political Behavior
Recognize the behavior
Use open communication
Clarify performance expectations
Use participative management
Encourage cooperation among work groups
Manage scarce resources well
Provide a supportive organizational climate
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
19
+
Psychological
Strain
Turnover
Intentions
+
Perception
Of Politics
Morale
•Job Satisfaction
•Affective
Commitment
+
Performance
•Task
•OCB
Chang, C., Rosen, C., Levy, P. 2009. AMJ, 52(4): 779-801
© 2011 Cengage Learning. All rights
reserved.
Managing Up: The Boss
Managing Up: The Boss
SOURCE: Reprinted by permission of Harvard Business Review. From
“Managing Your Boss,” by J. J. Gabarro and
J. P. Kotter, (May–June 1993): p. 155. Copyright © 1993 by the Harvard
Business School Publishing Corporation; all
rights reserved.
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
22
Empowerment
creating conditions for heightened
motivation through the development
of a strong sense of personal selfefficacy
Four Dimensions of
Empowerment
Meaning
Selfdetermination
Competence
Impact
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part.
ORBG5 | CH11
25