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Assignment of Power & Politics

Power refers to the ability to influence others and make them act according to one's wishes. Leadership differs from power in that leaders use power to achieve group goals through compatibility and downward influence, while power focuses on gaining compliance through dependency and lateral/upward influence. There are two bases of power - formal power that comes from positions in an organization through coercive, reward, and legitimate powers, and personal power that comes from expertise and respect/admiration through expert and referent powers.

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chandrica banik
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582 views

Assignment of Power & Politics

Power refers to the ability to influence others and make them act according to one's wishes. Leadership differs from power in that leaders use power to achieve group goals through compatibility and downward influence, while power focuses on gaining compliance through dependency and lateral/upward influence. There are two bases of power - formal power that comes from positions in an organization through coercive, reward, and legitimate powers, and personal power that comes from expertise and respect/admiration through expert and referent powers.

Uploaded by

chandrica banik
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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 Definition of Power :

Definition: Power refers to a capacity


that A has to influence the behavior of B,
so that B acts in accordance with A’s
wishes.
– The ability to get someone to do
something you want done.
– The ability to make things happen in
the way you want.
– Power may exist but not be used. It is,
therefore, a capacity or potential.
Dependency : B’s relationship to A when A
possesses something that B requires

 Contrasting Leadership and Power :


Leaders use power as a means of attaining
group goals. Leaders achieve goals, and
power is a means of facilitating their
achievement.
Leadership Power
– Focuses on goal – Used as a means
achievement for achieving
goals 1
– Requires goal – Requires
compatibility follower
with followers dependency

– Focuses – Used to gain


influence lateral and
downward upward
influence
• Research Focus : • Research Focus
– Leadership :
styles and – Power tactics
relationships for gaining
with followers compliance
 Bases of Power :

A) Formal Power: Formal power is based on


individual’s position in an organization.
It can come from the ability to coerce or
reward, or from formal authority.

1) Coercive Power :

– The coercive power base is being


dependent on fear.
– It rests on the application, or the
threat of application, of physical
sanctions such as the infliction of
pain, the generation of frustration
through restriction of movement, or the
controlling by force of basic
physiological or safety needs.
– At the organizational level, A has
coercive power over B if A can dismiss,2
suspend, or demote B, assuming that B
values his or her job.
– Similarly, if A can assign B work
activities that B finds unpleasant or
treat B in a manner that B finds
embarrassing, A possesses coercive power
over B.

2) Reward Power :

– The opposite of coercive power is reward


power.
– People comply because doing so produces
positive benefits; therefore, one who
can distribute rewards that others view
as valuable will have power over those
others.
– These rewards can be anything that
another person values.
– Coercive power and reward power are
actually counterparts of each other.
a. If you can remove something of
positive value from another or inflict
something of negative value upon
him/her, you have coercive power over
that person.
b. If you can give someone something of
positive value or remove something of
negative value, you have reward power
3
over that person.

3) Legitimate Power :

– In formal groups and organizations, the


most frequent access power is one’s
structural position. It represents the
power a person receives as a result of
his/her position in the formal
hierarchy.
– Positions of authority include coercive
and reward powers.
– Legitimate power, however, is broader
than the power to coerce and reward. It
includes acceptance of the authority of
a position by members of an
organization.

B) Personal Power: Many of the most


competent and productive chip designers at
Intel have power, but they aren’t managers
and have no formal power. What they have
personal power, which comes from an
individual’s unique characteristics. There
are two bases of personal power: expertise
and the respect and admiration of others.

1) Expert Power :

– Expert power is "influence wielded as a


result of expertise, special skill, or
knowledge." 4
– Expertise has become a powerful source of
influence as the world has become more
technological. As jobs become more
specialized, we become increasingly
dependent on experts to achieve goals.

2) Referent Power :

– Its base is identification with a person


who has desirable resources or personal
traits. If I admire and identify with
you, you can exercise power over me
because I want to please you.
– Referent power develops out of admiration
of another and a desire to be like that
person; it is a lot like charisma.
– Referent power explains why celebrities
are paid millions of dollars to endorse
products in commercials.

 The Ethics of Behaving Politically :

Three ethical decision criteria are


utilitarianism, rights, and justice

1) The first question you need to answer


addresses self-interest versus
organizational goals. Ethical actions are
consistent with the organization’s goals.

2) The second question concerns the5


rights of other parties.

3) The final question that needs to be


addressed relates to whether or not the
political activity conforms to standards
of equity and justice.

4) Unfortunately, the answers to these


questions are often argued in ways to
make unethical practices seem ethical.
Powerful people can become very good at
explaining self-serving behaviors. They
can persuasively argue that unfair
actions are really fair and just.

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