POWER AND

POSITION

ARISE ROBY

Suggested topics

Describe a time when you had to deal with “organizational politics”.

Describe a situation where you saw evidence of power or influence being used in an organization

Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done.

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PowerEmpowerment

How to get itHow to use it

…without abusing it

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Definition

A “four letter word”? Influence? Control over others? Being able to get things done? ??????

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A shifting definition…

Reflects the new “reality” of organizations A new definition of “employee”

Southland Times, New Zealand

The Meaning of Power Power is the capacity of a person, team, or organization to influence others.

– The potential to influence others– People have power they don’t use

and may not know they possess– Power requires one person’s

perception of dependence on another person

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Why does having power matter?

With power you can… Intercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinate Get approval for expenditures beyond the budget Get items on and off agendas Get fast access to decision makers Maintain regular, frequent contact with decision

makers Acquire early information about decisions and policy

shifts

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The goal?

Overcome feelings of powerlessness Convert power effectively into interpersonal

influences in ways that avoid the abuse of power

To empower yourself

To facilitate the empowerment of others

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Relationship Among Social Influence, Power, and Politics

Organizationalpolitics

Use of power forpersonal interests

Capacity toexert influence

Social influence

Unsuccessful

Successful

Power

Power and Dependence

PersonA

PersonB’s Goals

PersonB

Person B’s counterpower over Person

A

Person A’s power over Person B

ARISE ROBY

Types of Individual Power: A Summary

Position Power

• Legitimate power• Reward power• Coercive power

Individual Power

Personal Power• Referent power• Expert power

Model of Power in Organizations

Powerover Others

ContingenciesOf Power

SourcesOf Power

LegitimateRewardCoerciveExpert

Referent

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Legitimate Power

One’s structural position The power a person receives as a result of

his or her position in the formal hierarchy of an organization

The Limits of Legitimate Power

The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny.

Archive Photos

ARISE ROBY

Reward and Coercive Power

Power that achieves compliance based on the ability to distribute rewards that others view as valuable

Coercive Power: the opposite of reward power: the power that is based on fear of negative results.

Sources of Power

Archive Photos

Legitimate Power

Reward Power

Coercive Power

Expert Power

Referent Power

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Expert Power

Influence is based on special skills or knowledge

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Referent Power

Influence is based on possession by an individual of desirable resources or personal traits

The desire to please…

Information and Power Control over information flow

– Based on legitimate power– Relates to formal communication network– Common in centralized structures (wheel pattern)

Coping with uncertainty – Those who know how to cope with organizational

uncertainties gain power» Prevention» Forecasting» Absorption

Contingencies of Power

ContingenciesOf Power

Powerover others

SourcesOf Power

SubstitutabilityCentralityDiscretionVisibility

IncreasingNonsubstitutability

ControllingTasks

ControllingKnowledge

Differentiation

ControllingLabour

Increasing Nonsubstitutability

Commitment

Consequences of Power

RewardPower

Legitimate Power

CoercivePower

ExpertPower

ReferentPower

Resistance

Compliance

Sources of Power Consequences

of Power

Sexual Harassment and Power

Harasser stereotypes the victim as subservient and powerless

Harasser threatens job security or safety through coercive or legitimate power

Hostile work environment harassment continues when the victim lacks power to stop the behaviour

Office Romance and Power

Co-workers believe that employees in relationships abuse their power to favour each other.

Higher risk of sexual harassment when relationship breaks off.

Organizational Politics

Attempts to influence others using discretionary behaviours to promote personal objectives– Discretionary behaviours — neither explicitly

prescribed nor prohibited

Politics may be good or bad for the organization

ARISE ROBY

Organizational Politics: More Likely at the Top

Ext

ent t

o W

hich

Pol

itica

l Act

ivity

is L

ikel

y (r

ange

0-3

)

Production andblue collar

Clerical andwhite collar

Technical andprofessional

Lowermanagement

Middlemanagement

Uppermanagement

1.3

1.2

1.1

1.0

.9

.8

.7

.6

.5

.4

.3

.2

.1

Organizational Level

(.18)

(.50)(.54)

(.73)

(1.07)

(1.22)Political activityis perceived to

increase at higherorganizational levels

Types ofOrganizational

Politics

Managingimpressions

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Types of Organizational Politics

Controllinginformation

Formingcoalitions

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Impression management Conformity: agreeing with another’s opinion to get their

approval Excuses: Explanations of a 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 Acclamations: Explanation of favourable events to maximize the

desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to

make oneself appear perceptive and likeable Favours: Doing something nice for someone to gain that

person’s approval Association: Enhancing or protecting one’s image by managing

information about people and things with which one is associated.

ARISE ROBY

Types ofOrganizational

Politics

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Controllinginformation

Formingcoalitions

It was John’s fault

I thought you

knew…

We agreed that…

Look who I know…

You scratch my

back…

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

PersonalCharacteristics

Tolerance ofPolitics

Conditions for Organizational Politics

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

PersonalCharacteristics

Tolerance ofPolitics

Conditions for Organizational Politics

Deceit is appropriate

Zero-sum rewards

Internal locus of control

Perceived alternatives?

It works hereDemocratic

decision making

ARISE ROBY

Political Antics Top the “Most Unethical List”: Survey Results

Gender discriminationin recruitment or hiring

Arrangements with vendorsleading to personal gainNonperformance factors

used in appraisalsGender discrimination

in compensationNot maintaining

confidentialityUsing discipline

inconsistentlyGender discrimination

in promotionSexual

harassmentAllowing differences in pay

due to friendshipsHiring, training, or promoting

based on favouritism

0 5 10 15 20 25 30 35

Situation

Percentage Responding with a 4 or 5 on a five-Point ScaleMeasuring Degree of Seriousness (where 5=“very great”)

(22.6)

(23.1)

(23.5)

(25.8)

(26.4)

(26.9)

(26.9)

(28.4)

(30.7)

(30.7)

Potentiallypolitical

behaviours

Controlling Political Behaviour

Peer PressureAgainst Politics

RemovePolitical Norms

Free FlowingInformation

Manage ChangeEffectively

ProvideSufficient

Resources

IntroduceClear Rules

HireLow-PoliticsEmployees

IncreaseOpportunitiesfor Dialogue