Transcript PPT 12
1-1 Organizational Behavior ISLT-644 Instructor: Erlan Bakiev, Ph.D. 12-2 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge Chapter 12 Power and Politics After studying this chapter, you should be able to: 12-3 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. Power 12-4 The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes (Bass, 1990) Two facets: Potential: power does not need to be actualized to be effective Dependency: based on the available alternatives and their desirability Contrasting Leadership and Power 12-5 Differences Goal Compatibility Direction of Influence Research Emphasis Leadership Requires goal congruence Focuses on downward influence Emphasizes leadership style Power Only needs dependence Concerned with influence in all directions Broader topic: focuses on tactics used by individuals and groups Formal Bases of Power (French and Raven, 1959) 12-6 Due organizational position: Coercive Power Reward Power Complies from fear of the negative results Complies due to desire for positive benefits Legitimate Power (Ward, 2001) From the formal authority to control and use organizational resources Personal Bases of Power 12-7 Stems from an individual’s unique characteristics: Expert Influence wielded as a result of expertise, special skill, or knowledge Referent Based on identification with a person who has desirable resources or personal traits - charisma Effective Power Bases 12-8 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 (Podsadkoff and Schreisheim, 1985) Power Tactics 12-9 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 12-10 Legitimacy Pressure Rational persuasion Coalitions Inspirational appeals Consultation Exchange Personal appeals Ingratiation Influence Tactic Effectiveness 1211 Most effective: Rational Persuasion Inspirational Appeals Consultation Least effective: Pressure (Yukl, 2002) Combining tactics increases effectiveness (Falbe and Yukl, 1992) Direction, sequencing, individual skill, and organizational culture modify effectiveness Politics: Power in Action 12-12 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 (Farrell and Peteren, 1982; Drory and Rom, 1990; Croponzano et al., 1995) Outside of job requirements Requires the use of power Legitimacy of Political Behaviors (Farrell and Petersen,1988) 12-13 Based on sticking to the implied rules Legitimate: Normal everyday politics – complaining Illegitimate: “Hardball” activities such as sabotage, whistle-blowing, and symbolic protests The Reality of Politics 12-14 It is a major part of organizational life (Buchanan, 2008) 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 Individual Factors Contributing to Political Behavior 12-15 Traits that encourage political action: High self-monitors High need for power Situational influences leading to illegitimate political actions (Farrell and Petersen, 1982): Lower organizational investment Greater the number of perceived alternatives Greater expectations of success 12-16 Organizational Factors Contributing to Political Behavior Organizational resources declining or distribution shifting (Ferris and Kachmar, 1992) Opportunity for promotion exists Organizational culture issues: Low trust Role ambiguity Zero-sum reward allocation High performance pressures Leading by poor example Responses to Organizational Politics 12-17 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 (Ashforth and Lee, 1990) Impression Management (IM) 12-18 The process by which individuals attempt to control the impression others form of them (Gardenr and Martinlo, 1988) People may misrepresent themselves in situations of high uncertainty or ambiguity Misrepresentations may discredit the individuals – seen as insincere or manipulative Impression Management Results 12-19 Interviews 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? 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 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 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 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.