1. Chapter 11 Power and Political Behavior
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2. What is Power Power Zone of indifference
Ability to influence another person
Influence: Affecting the thoughts, behavior, and feelings of another person
Authority: Right to influence another person
Power
Range in which attempts to influence a person will be:
Perceived as legitimate
Acted on without a great deal of thought
Zone of indifference

3. Interpersonal Forms of Power
Based on an agent’s ability to control rewards that a target wants
Reward power
Based on an agent’s ability to cause an unpleasant experience for a target
Coercive power
Based on position and mutual agreement
Legitimate power
Based on interpersonal attraction
Referent power
Exists when an agent has specialized knowledge or skills that the target needs
Expert power

4. Power: Compliance or Effectiveness
Compliance: Focused on doing things right (management)
Reward, Coercive, Legitimate power
Least effective but most often used my managers
Effectiveness: focused on doing the right thing (leadership)
Referent, expert power
Develop through interpersonal relationships with employees

5. Which Power Is Most Effective?
Expert Power!
Strongest relationship to performance & satisfaction
Transfers vital skills, abilities, and knowledge within the organization
Employees internalize what they observe & learn from managers they consider “experts” 5

6. Criteria for Power-Related Behavior to be Considered Ethical
Outcome of the behavior should be good for people inside and outside the organization
Utilitarian outcomes
Respecting the rights of all individuals
Individual rights
Treating all individuals with respect
Distributive justice

7. Positive versus Negative Power
Used to create motivation or to accomplish group goals
Positive face of power
Characteristics
Belief in the authority system
Preference for work and discipline
Altruism and belief in justice
Social power
Used for personal gain
Negative face of power
Personal power

8. How to spot an asshole (Sutton, 2007)
After talking to the alleged asshole, does the ‘target” feel oppressed, humiliated, de-eneergized, or belittled by the person? In particular, does the target feel worse about him or herself?
Does the alleged asshole aim his or her venom at people who are less powerful rather than at those people who are more powerful? (Kiss up, kick down)

9. Social power
Create motivation or accomplish group goals
Best managers have a high need for social power coupled with a relatively low need for affiliation
They want to do good for all of their employees, not just the ones that are their buddies

10. Kanter’s Symbols of Power
Intercede for someone in trouble
Obtain placements for favored employees
Exceed budget limitations
Procure above-average raises for employees
Place items on meeting agendas
Access to early information
Have top managers seek out their opinion
Common Theme: Doing things for others 11

11. Kanter’s Symbols of Powerlessness
Top Executives
budget cuts
punishing behaviors
top-down communications
Staff Professionals
resistance to change
turf protection
Managers
assign external attribution blame others or environment
First-line Supervisors
overly close supervision
inflexible adherence to rules
do job rather than train
Key to overcoming powerlessness:
share power and delegate decision making 12

12. Korda’s Power Symbols
Furnishings
Time
Access 13

13. Political Behavior in Organizations
Use of power and influence in organizations
Organizational politics
Actions not officially sanctioned by an organization
Taken to influence others in order to meet one’s personal goals
Political behavior

14. Political Skill One’s ability to carry out tasks
Using their favorable interpersonal relationships
Outside what is formally prescribed by the organization
Should be considered in hiring and promotion decisions
Buffers the negative effects of stressors
Leads to a positive effect on team performance, trust, and support for the leader
One’s ability to carry out tasks
Social astuteness
Interpersonal influence
Networking ability
Sincerity
Dimensions

15. 11.2 Influence Tactics Used in Organizations

16. 11.2 Influence Tactics Used in Organizations (continued 1)

17. 11.2 Influence Tactics Used in Organizations (continued 2)

18. Film Clip: Elizabeth
What type of power could Elizabeth have used – reward, coercive, legitimate, referent, expert?
What type of power did she use?
Watch for the influence tactics consultation, ingratiation, rational persuasion, inspirational appeals

19. Managing Political Behavior
Recognize the behavior
Use open communication
Clarify performance expectations
Use participative management
Encourage cooperation among work groups
Manage scarce resources well
Provide a supportive organizational climate

20. © 2011 Cengage Learning. All rights reserved.
Perception
Of Politics
Psychological
Strain
Morale
Job Satisfaction
Affective
Commitment
Turnover
Intentions
Performance
Task
OCB + -
Chang, C., Rosen, C., Levy, P AMJ, 52(4):
© 2011 Cengage Learning. All rights reserved.

21. Managing Up: The Boss

22. Managing Up: The Boss
SOURCE: Reprinted by permission of Harvard Business Review. From “Managing Your Boss,” by J. J. Gabarro and
J. P. Kotter, (May–June 1993): p Copyright © 1993 by the Harvard Business School Publishing Corporation; all
rights reserved. 20

23. Empowerment
creating conditions for heightened motivation through the development of a strong sense of personal self-efficacy 21

24. Four Dimensions of Empowerment
Meaning
Competence
Self-
determination
Impact