Organizational Behavior: An Introduction to Your Life in Organizations Chapter 13 Power and Influence ©2007 Prentice Hall

Preview What is power? How can you identify the sources of power in your company? How can you acquire power in your organization? As a leader, what should you know about power? How can others acquire power over you? How does a person’s view of power depend on their culture? ©2007 Prentice Hall

What is power? Power is the ability to mobilize resources to accomplish some end Influence also involves the ability to get someone to do something but typically suggests that the individuals who have been influenced have gone along somewhat willingly Authority suggests legitimate control or command over others ©2007 Prentice Hall

Power sources versus power tactics Power sources are the entire repertoire of behaviors that an individual could potentially call upon to influence others Power tactics are the behaviors actually used in a particular situation ©2007 Prentice Hall

Formal versus informal power Formal power originates in the principle of hierarchy with those higher in the organization having more power and those lower having less Informal power is reciprocal, individuals help each other out because of anticipated mutual gain, and conflict is minimal ©2007 Prentice Hall

Other sources of power Manipulation: changing some aspect of the targeted individuals or their environment to achieve a desired goal Providing information indirectly: suggesting what someone should do Influencing third parties: bring in a third party who has power Control of resources: take control of the resources that they want or need, thus making them dependent on you ©2007 Prentice Hall

Prepare for the use of power Setting the stage with signs of power Enhancing and emphasizing power bases by role reference or self-promotion Minimizing the other person’s strength with subtle put-downs Minimizing the influence of outside parties by pointing out their flaws ©2007 Prentice Hall

Apply power tactics Rational persuasion persuade with logic & facts Inspirational appeals Consultation to enlist support and assistance Ingratiation to establish a positive mood before you ask for something Exchange of favors now or in the future Coalitions by seeking the aid of others to persuade Legitimation by claiming the authority or right to make a request Pressure by making demands or threats Upward appeals by getting the support of higher ups Personal appeals by appealing to feelings of loyalty and friendship ©2007 Prentice Hall

Engage in political behavior Political behavior: activities that are not required as part of a person’s organizational role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization Sometimes political behavior is good for the organization and sometimes it is not Guidelines for whether you should play politics: Is it in line with your personal beliefs, values and style? What outcomes is this behavior likely to produce? Is engaging in this behavior in line with your personal goals? Are the likely outcomes of this behavior in line with organizational goals ©2007 Prentice Hall

Use networks and mentors One goal of networking is to establish effective relationships with key people who have the potential to help you in your career Networking plays an important role in disseminating information and ideas throughout the organization A mentor can help in building a network ©2007 Prentice Hall

Understand empowerment The term used when a company moves power downward in its formal organizational hierarchy Empowerment provides employees with power, information, knowledge and rewards, and is accomplished through a variety of employee involvement programs ©2007 Prentice Hall

How do leaders differ from power-holders? Leaders aim to enhance the effectiveness of their organization Power-holders seek to influence others for their own ends, independent of whether organizational effectiveness is enhanced All effective leaders have power, but not all power-holders are leaders ©2007 Prentice Hall

Does power corrupt? Leaders should be taught to be aware that: having power is likely to incite them to act even when inaction is the preferable course power is likely to reduce their feelings of responsibility and empathy for others power is likely to accentuate the probability that they will use their authority even when other modes, such as encouraging participation, are preferable ©2007 Prentice Hall

How are employees subject to routinization and dehumanization? Routinization is the transformation of an immoral job into a “routine, mechanical, highly programmed operation” Routinization results in amoralization, which is the removal of moral standards Dehumanization is the process of depriving individuals of their human qualities and attributes, of their individuality; it reduces the likelihood that an individual will ask moral questions ©2007 Prentice Hall

How do some managers intimidate their employees? “Get up close and personal”: using direct confrontation and invading the personal space of another individual Getting angry Keep people guessing about what you are thinking, including how you are judging them ©2007 Prentice Hall

How powerful is deception? Machiavellianism is the extent to which individuals exhibit a cool detachment from others and may be, as a result, more manipulative and impersonal Psychological tests for Machiavellianism have failed to meet professional standards for reliability ©2007 Prentice Hall

What is the allure of toxic leaders? Toxic leaders engage in destructive behaviors that inflict serious and enduring harm on their followers and organizations Why people accept toxic leaders: our need for reassuring authority figures to fill our parents’ shoes our need for security and certainty and the willingness to sacrifice freedom to achieve them our need to feel chosen or special our fear of ostracism and isolation our fear of personal powerlessness to challenge a bad leader ©2007 Prentice Hall

Effects of national culture The power tactics universally believed to be effective are rational persuasion, collaboration and consultation Pressure, gift giving and socializing are considered to be the least effective tactics This area needs more research ©2007 Prentice Hall

Effects of organizational culture Organizational cultures differ significantly in how people use power and how their employees react to the existing power structures Power relationships are crucial influences in any organizational culture ©2007 Prentice Hall

Apply what you have learned World Class Company: The Walt Disney Company Advice from the Pro’s Gain Experience Can you solve this manager’s problem? ©2007 Prentice Hall

Summary – What is power? Power is the ability to mobilize resources to accomplish some end The terms power and influence are used synonymously Authority suggests control or command over others that is legitimized by a group or organization ©2007 Prentice Hall

Summary – How can you identify the sources of power in your company? In organizations power can be either formal or informal. There are six bases of interpersonal power: Three soft/interpersonal bases are referent, expert and information power, while three hard/formal bases are coercive, reward and legitimate power Other sources of power include manipulation, providing information indirectly, influencing third parties, and control of resources ©2007 Prentice Hall

Summary – How can you acquire power in your organization? You acquire power in your organization by setting a goal, acquiring sources of power, preparing for the use of power, and then acting You can apply any of a number of power tactics, including rational persuasion, building coalitions, engaging in political behavior, and networking ©2007 Prentice Hall

Summary – As a leader, what should you know about power? The idea that power corrupts is true Managers with power tend to distance themselves from subordinates, for example, and they are somewhat likely to act selfishly and with reduced social inhibitions ©2007 Prentice Hall

Summary – How can others acquire power over you? Organizations are powerful entities that may use authority, routinization and dehumanization to induce compliance in their workers Factors that lead to obedience to authority include working for a prestigious company, being paid well, and being given a direct order by a legitimate authority figure You resist authority by developing your individual ethical beliefs in advance, by being financially independent, by mustering social support for your views, and by understanding the dynamics of authority ©2007 Prentice Hall

Summary – How does a person’s view of power depend on their culture? Cultural differences may influence your perceptions of: organizational politics Conflict Networking and related phenomena ©2007 Prentice Hall