Business Leadership and

Organizational Behavior

Business Leadership and

Organizational Behavior

Power & Politics

Craig W. Fontaine, Ph.D.

Leadership and PowerLeadership and Power

Leadership– Focuses on goal

achievement.– Requires goal

compatibility with followers.

– Focuses influence downward.

Power– Used as a means

for achieving goals.

– Requires follower dependency.

– Used to gain lateral and upward influence.

A Definition of PowerA Definition of Power

A B

Bases of Power – Formal (3)Bases of Power – Formal (3)

This is perhaps the most Potent Source of Power !

Bases of Power - FormalBases of Power - Formal

coercive power

A power base dependent on fear. Managers have coercive power through their authority to reprimand, demote, and fire employees.

reward power

Compliance achieved based on ability to distribute rewards that others view as valuable.

Bases of Power - Personal PowerBases of Power - Personal Power

Bases of Power - Personal PowerBases of Power - Personal Power

Lateral relationships (people & departments)

Amount of power is dependent on strategic positioning: Dependency Financial contribution Centrality Discretion Visibility

Horizontal Sources of Power are ImportantHorizontal Sources of Power are Important

Power TacticsPower Tactics

12-11

CoalitionsCoalitions

An informal group bound together by the active pursuit of a single issue

Coalitions in organization often seek to maximize their size

More coalitions will likely be created when there is a great deal of task and resource interdependence

The more routine the task of a group, the greater likelihood that coalitions will form

Network Level

Coalition Level

Individual Level

Distinguishing Characteristics

Cooperative pursuit of general self-interests

Cooperative pursuit of group interests in specific issues

Individual pursuit of general self-interests

Levels of Political Action in OrganizationsLevels of Political Action in Organizations

12-13

Effectiveness of Influence TacticsEffectiveness of Influence Tactics

Rational persuasion, inspirational appeals and consultation are most effective

Pressure is least effective Using more than one compatible tactic at the

same time or sequentially increases chance of success

“Softer” tactics work better than “harder” tactics

Use of Power Tactics: From Most to Least Popular

Use of Power Tactics: From Most to Least Popular

Frequency of Outcomes for the Use of Political Influence Tactics

Frequency of Outcomes for the Use of Political Influence Tactics

Outcomes

Influence Tactic Resistance Compliance Commitment

1. Consultation 18% 27% 55%

2. Rational persuasion 47 30 23

3. Inspiration 0 10 90

4. Ingratiation 41 28 31

5. Coalition 53 44 3

6. Pressure 56 41 3

7. Legitimating 44 56 0

8. Personal appeals 25 33 42

9. Exchange 24 41 35

Power and Political TacticsPower and Political Tactics

Tactics for Increasing the Power Base

Political Tactics for Using Power

Tactics for EnhancingCollaboration

1. Enter areas of high uncertainty

1. Build coalitions 1. Create integration devices

2. Create dependencies

2. Expand networks 2. Use confrontation and negotiation

3. Provide resources 3. Control decision premises

3. Schedule inter-group consultation

4. Satisfy strategic contingencies

4. Enhance legitimacy and expertise

4. Practice member rotation

5. Make preferences explicit, but keep power implicit

5. Create super ordinate goals

Politics: Power in ActionPolitics: Power in Action

Politics Is in the Eye of the BeholderPolitics Is in the Eye of the Beholder

Factors That Influence Political Behaviors

Factors That Influence Political Behaviors

Employee Responses to Organizational Politics

Employee Responses to Organizational Politics

Defensive Behaviors

Defensive BehaviorsAvoiding Action:

• Overconforming

• Buck passing

• Playing dumb

• Stretching

• Stalling

Avoiding Action:

• Overconforming

• Buck passing

• Playing dumb

• Stretching

• Stalling

Avoiding Blame:

• Buffing

• Playing safe

• Justifying

• Scapegoating

• Misrepresenting

Avoiding Blame:

• Buffing

• Playing safe

• Justifying

• Scapegoating

• MisrepresentingAvoiding Change:

• Prevention

• Self-protection

Avoiding Change:

• Prevention

• Self-protection

12-24

Implications for ManagersImplications for Managers

Accept the political nature of organizations Increase power by:

– Acquire the bases of power that are most useful (expert, referent)

– Use the power tactics that are most effective (consultation, inspirational appeal)

– Avoid tactics that tend to backfire (coercion)– Empowering others

The Evolution of PowerThe Evolution of Power

None

High

Deg

ree o

f Em

pow

erm

en

t

Domination Consultation Participation Delegation

Influence Sharing

Manager/leader consults followers

when making decisions

Power Sharing

Manager/leader and

followers jointly make

decisions

Power Distribution Followers are granted authority to

make decisions

Authoritarian Power

Manager/leader impose decisions

12-26

Persuading Others (another author’s view)Persuading Others (another author’s view)

• Liking - Liking - people tend to like those who like them

• Reciprocity - Reciprocity - the belief that both good and bad deeds should be repaid in kind—virtually universal

• Social proof - Social proof - people tend to follow the lead of those most like themselves

• Consistency - Consistency - people tend to do what they are personally committed to do

• Authority - Authority - people tend to defer to and respect credible experts

• Scarcity - Scarcity - people want items, information, and opportunities that have limited availability

Are You Politically Naïve, Sensible, or a Political Shark?Are You Politically Naïve, Sensible, or a Political Shark?

Bully; misuse information, cultivate and use “friends” and other contacts

Manipulate; use fraud and deceit when necessary

Self-serving and predatory

Politics is an opportunity

Sharks

Negotiate, bargain

Network; expand connections; use system to give and receive favors

Further departmental goals

Politics is necessary

Sensible

None—the truth will win out

Tell it like it is

Avoid it at all costs

Politics is unpleasant

Naïve

Favorite tactics

Techniques

Intent

Underlying attitude

Characteristics

Is Political Action Ethical?Is Political Action Ethical?

UtilitarianismUtilitarianismUtilitarianismUtilitarianism RightsRightsRightsRights JusticeJusticeJusticeJustice

Keeping Organizational Politics ReasonableKeeping Organizational Politics Reasonable

Screen out overly political individuals at hiring time Create and open-book management system Establish formal conflict resolution and grievance processes As an ethics filter, do only what you would feel comfortable

doing on national television Publicly recognize and reward people who get real results

without political games