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Power, Politics, and Organizational Justice
Chapter 14 Power, Politics, and Organizational Justice
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Chapter Learning Objectives
After studying this chapter you should be able to: Define and discuss influence in organizations. Describe the types and uses of power in organizations. Discuss politics and political behavior in organizations. Describe the various forms and implications of justice in organizations. © 2012 South-Western, a part of Cengage Learning
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Influence in Organizations
The Nature of Influence Influence is the ability to affect the perceptions, attitudes, or behaviors of others The source and target of influence can be a person or a group Influence can be used beneficially or harmfully Impression Management A direct and intentional effort by someone to enhance his or her own image in the eyes of others Example: personal appearance © 2012 South-Western, a part of Cengage Learning
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Power in Organizations
The Nature of Power Power is the potential ability of a person or group to exercise control over another person/group Types (or Bases) of Power Legitimate power Reward power Coercive power Expert power Referent power Position power Personal power © 2012 South-Western, a part of Cengage Learning
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14.1 Common Forms of Power in Organizations
LEGITIMATE POWER Power that is granted by virtue of one’s position in the organization REWARD POWER Power that exists when one person controls rewards that another person values COERCIVE POWER Power that exists when one person has the ability to punish or physically or psychologically harm someone else EXPERT POWER Power that exists when one person controls information that is valuable to someone else REFERENT POWER Power that exists when one person wants to be like or imitates someone else POSITION POWER Power that resides in a position, regardless of who is filling that position PERSONAL POWER Power that resides in the person, regardless of the position being filled © 2012 South-Western, a part of Cengage Learning
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Power in Organizations (cont’d)
Position versus Personal Power Position power resides in the position, regardless of who is filling that position Personal power resides in the person, regardless of the position being filled The Uses of Power in Organizations (Yukl) Depending upon circumstances, a leader using any given base of power might encounter one of three responses—commitment, compliance, or resistance—when trying to exert power © 2012 South-Western, a part of Cengage Learning
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14.1 Position Power and Personal Power
© 2012 South-Western, a part of Cengage Learning
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14.2 Uses and Outcomes of Power
Source of Leader Influence Type of Outcome Commitment Compliance Resistance REFERENT POWER Likely Possible If request is believed to be important to leader If request is perceived to be unimportant to leader If request is for something that will bring harm to leader EXPERT POWER If request is persuasive and subordinates share leader’s task goals If request is persuasive but subordinates are apathetic about leader’s task goals If leader is arrogant and insulting, or subordinates oppose task goals LEGITIMATE POWER If request is polite and very appropriate If request or order is seen as legitimate If arrogant demands are made or request does not appear proper REWARD POWER If used in a subtle, very personal way If used in a mechanical, impersonal way If used in a manipulative, arrogant way COERCIVE POWER Very Unlikely If used in a helpful, nonpunitive way If used in a hostile or manipulative way References: From Dorwin P. Cartwright ed., Studies in Social Power, Reprinted with permission from the Institute for Social Research, University of Michigan, Ann Arbor, Michigan. © 2012 South-Western, a part of Cengage Learning
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14.3 Guidelines for Using Power
Basis of Power Guidelines for Use REFERENT POWER Treat subordinates fairly Defend subordinates’ interests Be sensitive to subordinates’ needs, feelings Select subordinates similar to oneself Engage in role modeling EXPERT POWER Promote image of expertise Maintain credibility Act confident and decisive Keep informed Recognize employee concerns Avoid threatening subordinates’ self-esteem LEGITIMATE POWER Be cordial and polite Be confident Be clear and follow up to verify understanding Make sure request is appropriate Explain reasons for request Follow proper channels Exercise power regularly Enforce compliance Be sensitive to subordinates’ concerns REWARD POWER Verify compliance Make feasible, reasonable requests Make only ethical, proper requests Offer rewards desired by subordinates Offer only credible rewards COERCIVE POWER Inform subordinates of rules and penalties Warn before punishing Administer punishment consistently and uniformly Understand the situation before acting Fit punishment to the infraction Punish in private References: Reprinted from Gary A. Yukl, Leadership in Organization, 2nd ed., © 1989, pp. 44–49, Prentice-Hall, Inc., Englewood Cliffs, NJ. © 2012 South-Western, a part of Cengage Learning
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Politics and Political Behavior
Organizational Politics Activities carried out by people to acquire, enhance, and use power and other resources to obtain their desired outcomes The Pervasiveness of Political Behavior Political behavior is believed to be more prevalent at higher levels of the organization than at lower levels Politics are often viewed as distasteful Key is to figure out how to use power constructively © 2012 South-Western, a part of Cengage Learning
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A Model of Ethical Political Behavior
14.2 A Model of Ethical Political Behavior Reference: Gerald F. Cavanaugh, Dennis J. Moberg, and Manuel Velasques, “The Ethics of Organizational Politics.” Academy of Management Review, July 1981, p Used with permission. © 2012 South-Western, a part of Cengage Learning
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Managing Organizational Politics
Managing Political Behavior Requires Understanding Reasons for Political Behavior Common Political Behaviors Techniques for Limiting Effects of Behaviors © 2012 South-Western, a part of Cengage Learning
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14.3 Use of Political Behavior: Reasons, Techniques, and Possible Consequences
© 2012 South-Western, a part of Cengage Learning
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Politics and Political Behavior (cont’d)
Managing Political Behavior Success requires understanding of the reasons for political behavior Ambiguous goals Scarce resources Uncertainties related to nonroutine technology and dynamic, complex environments Non programmed decisions Organizational change © 2012 South-Western, a part of Cengage Learning
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Politics and Political Behavior (cont’d)
Techniques Used in Political Behaviors Controlling as much information as possible Creating or exploiting situations to control lines of communication Using outside experts to validate manager’s actions Controlling the agenda “Game playing” Building coalitions Controlling decision parameters © 2012 South-Western, a part of Cengage Learning
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Politics and Political Behavior (cont’d)
Strategies for limiting the effects of political behavior Open communication Reduce uncertainty Awareness of causes/techniques of political behavior © 2012 South-Western, a part of Cengage Learning
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14.4 Four Basic Forms of Organizational Justice
© 2012 South-Western, a part of Cengage Learning
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Organizational Justice
The perceptions of people in an organization regarding fairness Forms of Organizational Justice Distributive justice People’s perceptions of the fairness with which rewards and other valued outcomes are distributed within the organization Perceptions affect individual satisfaction with work-related outcomes © 2012 South-Western, a part of Cengage Learning
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Organizational Justice (cont’d)
Forms of Organizational Justice (cont’d) Procedural justice Individual perceptions of the fairness used to determine various outcomes Perception of a high level of procedural justice may lead to higher level of motivation to participate in activities Perception of a low level of procedural justice may lead to withdrawal from opportunities to participate © 2012 South-Western, a part of Cengage Learning
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Organizational Justice (cont’d)
Forms of Organizational Justice (cont’d) Interpersonal justice Relates to the degree of fairness people see in how they are treated by others in their organization Perception of interpersonal justice will most affect how individuals feel about those with whom they interact and communicate Power and political behaviors are likely to play a role © 2012 South-Western, a part of Cengage Learning
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Organizational Justice (cont’d)
Forms of Organizational Justice (cont’d) Informational justice Refers to the perceived fairness of information used to arrive at decisions Power and political behaviors are likely to play an important role in perceptions of information justice © 2012 South-Western, a part of Cengage Learning
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Organizational Behavior in Action
After reading the chapter: In the chapter opening case, did Starbuck’s founder Howard Shultz’s continuing presence affect how others viewed the performance of his successors? Is it ethical for a leader to use of personal power if that power is acquired by playing on the strength of the identification of followers with the leader? Which forms of organizational justice are in use in the grading system for this class? © 2012 South-Western, a part of Cengage Learning
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