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Definition of Power

This document defines power as one's ability to influence another person's behavior to comply with one's wishes. It contrasts power with leadership, noting that power relies on dependency while leadership focuses on goal achievement. The key to power is creating dependency, which can be done by controlling resources that are important, scarce, and difficult to substitute. Tactics for exercising power include using reason, friendliness, coalitions, bargaining, assertiveness, appeals to higher authority, and threats of sanctions. Factors like an individual's personality and job prospects influence whether they engage in political behavior within organizations.

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99 views22 pages

Definition of Power

This document defines power as one's ability to influence another person's behavior to comply with one's wishes. It contrasts power with leadership, noting that power relies on dependency while leadership focuses on goal achievement. The key to power is creating dependency, which can be done by controlling resources that are important, scarce, and difficult to substitute. Tactics for exercising power include using reason, friendliness, coalitions, bargaining, assertiveness, appeals to higher authority, and threats of sanctions. Factors like an individual's personality and job prospects influence whether they engage in political behavior within organizations.

Uploaded by

anon_531640039
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Definition of Power

As capacity to influence the


behaviour of B so that B agrees to
As wishes.
Exists as a potential or fully used
influence over a dependent
relationship.

CONTRASTING LEADERSHIP AND


POWER
LEADERSHIP

POWER

Focuses on goal
achievement.

Used as a means
for achieving goals

Requires goal
compatibility with
followers.
Focuses influence
downward.

Requires follower
dependency.
Used to gain lateral
and upward influence.

DEPENDENCY : THE KEY TO POWER


GENERAL DEPENDENCY POSTULATE

The greater Bs dependency on A, the greater


the power A has over B
Possession/control of scarce organizational
resources that others need makes a manager
powerful
Access to optional resources (e.g., multiple
suppliers) reduces the resource holders power.

WHAT CREATES
DEPENDENCY
Dependency is increased when the
resource you control is Importance
Scarcity
Nonsubstitutability

IMPORTANCE :

Importance refers to the value


of the resource. If the resources or skills you
control are vital to the organization, you will gain
some power. The more vital the resources that
you control are, the more power you will have.

SCARCITY :

In the context of dependency,


scarcity refers to the uniqueness of a resource.
The more difficult something is to obtain, the
more valuable it tends to be.

NONSUBSTITUTABILITY

: The more that a


resource has no viable substitutes, the more
power that control over that resource provides.

WHAT IS POWER TACTICS?


Translation of power into a specific
action
Implementation of influential power
to their bosses, co-workers, or
employees

POWER TACTICS STRATEGIES


Reason: use of facts and data to make a
logical or rational presentation of ideas.

Friendliness: use of flattery, creation of


goodwill, acting humble, and being friendly
prior to making a request.

Coalition: getting the support of other people


in the organisation to back up the request.

Bargaining:

use of negotiation through the


exchange of benefits of favours.

Assertiveness: use of a direct and forceful


approach such as demanding compliance with
requests, repeating reminders, ordering
individuals to do what is asked, and pointing
out that rules require compliance.

Higher authority: gaining the support of


higher levels in the organization to back up
requests.

Sanctions: use of organizationally derived


rewards and punishments such as preventing
or promising a salary increase, threatening to
give an unsatisfactory performance evaluation,
or withholding a promotion.

PREFERRED POWER TACTICS BY INFLUENCE DIRECTION

Factors influencing power tactics

Sequencing of tactics
Personal skill in using the tactic
Persons relative power
Type of request and how the request
is perceived
Culture of the organization
Country-specific cultural factors.

CAUSES & CONSEQUENCES OF


POLITICAL BEHAVIOR
Factors Contributing to Political
Behaviour .
Individual Factors
Organizational Factors

Individual Factors

HIGH SELF-MONITORS
INTERNAL LOCUS OF CONTROL
HIGH MACH PERSONALITY
ORGANIZATIONAL INVESTMENT
PERCEIVED JOB ALTERNATIVES

Individual Factors
THE HIGH SELF MONITOR
More sensitive to social cues
Exhibits higher levels of social
conformity, and
More likely to be skilled in political
behaviour.

Individual Factors
INDIVIDUALS WITH AN INTERNAL
LOCUS OF CONTROL
More prone to take a proactive
stance
Attempt to manipulate situations in
their favour.

Individual Factors
HIGH MACHIAVELIAN
PERSONALITY
Will to manipulate, and
Desire for power is comfortable
using politics as a means to further
his or her self-interest .

Individual Factors
ORGANIZATIONAL INVESTMENT
The more a person has invested in
the organization in terms of
expectations of increased future
benefits, the more that person has to
lose if forced out and the less likely
he or she is to use illegitimate
means.

Individual Factors
PERCEIVED JOB ALTERNATIVES
The more alternative job opportunities an
individual has due to a favourable job
market or the possession of scarce skills or
knowledge, a prominent reputation, or
influential contacts outside the organization
the more likely that individual is to risk
illegitimate political actions.

Employee Responses to
Organizational Politics

IMPRESSION MANAGEMENT
The process by which individuals
attempt to control the impression
others form of them

CONFORMITY : Agreeing with someone


elses opinion to gain his or her approval .

EXCUSES : Explanations of a predicamentcreating 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 .

Acclamation : explanation of favourable


events to maximize the desirable
implications for oneself.

FLATTERY

: complimenting others about their

virtues in an effort to make oneself appear


perceptive and likable.

FAVOURS

doing something nice for

someone to gain that persons approval.

ASSOCIATION

: enhancing or protecting

ones image by managing information about


people and things with which one is associated.

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