1. CHAPTER 13 Influence, Power, and Politics
Introduction to Industrial/Organizational Psychology by Ronald E. Riggio

2. Defining Influence, Power, and Politics
Influence is the ability to use social forces to affect the behavior of others.
Power is the use of some aspect of a work relationship to compel another to perform a certain action despite resistance.
Organizational politics are self-serving actions designed to affect the behavior of others to achieve personal goals.

3. Influence: The Use of Social Control
Choice of influence tactics is determined by the situation, the status of individuals involved, and other organizational characteristics like size.
Higher-status persons are more likely to use assertiveness or sanctions; lower-status persons use rational appeals.
Coworkers use ingratiation, exchange, rationality, and coalitions.
When seeking personal goals, subordinates tend to use ingratiation; in seeking organizational goals, subordinates use upward appeals and rationality.
Rationality is a more effective managerial tactic; pressure tactics are least effective in influencing subordinates.

5. Power: A Major Force in Work Organizations
Power is derived from a variety of sources of two main types.
Organizational power is power derived from a person’s position in an organization and from control over important resources afforded by that position.
Individual power is power derived from personal characteristics that are of value to the organization, such as expertise or ability.

6. Power: A Major Force in Work Organizations
Power bases are sources of power possessed by individuals in organizations.
Coercive power is the use of punishment or threats to affect behavior of others.
Reward power results from having the ability to offer something positive.
Legitimate power involves formal authority accompanying a position in an organization.
Expert power is derived from having certain work-related knowledge or skill.
Referent power results from the fact that an individual is respected, admired, and liked by others.

7. Power: A Major Force in Work Organizations

8. Power: A Major Force in Work Organizations
Power dynamics in work organization have several features.
Differences in power distribution: usually organizations are arranged in a power hierarchy, with some people having more power than others (although low-status members can have increased power through individual sources, like expertise).
Ways to increase power include developing expertise, forming relationships with higher-status members, or forming coalitions.

9. Power: A Major Force in Work Organizations
Power dynamics in work organization have several features.
Power and dependency relationships: workers commonly depend on others for work resources; those possessing those resources have more power.
Power and work outcomes: expert power is related to effective job performance; referent power is linked to member satisfaction with the person having the power; use of coercive power decreases job satisfaction among targets of power.

10. Power: A Major Force in Work Organizations
Power dynamics in work organization have several features.
The power corollary: the concept that for every exercise of power, there is a tendency for the subject to react with a return power play.
Power and leadership: ideally, leaders would possess all five forms of power (legitimate, reward, coercive, referent, and expert).

11. Organizational Politics
Functional politics are political behaviors that help the organization to attain its goals.
Dysfunctional politics are political behaviors that detract from the organization’s ability to attain its goals.

14. Organizational Politics
There are several causes of organizational politics:
Competition for power and resources.
Subjective performance appraisals.
Delay in measurement of work outcomes.
Compensation for inadequacies.
Lack of cooperation and interdependence.
Increased group decision making.

15. Organizational Politics
Consequences of organizational politics can be positive and negative.
May lead to increased job performance if workers and supervisors share similar goals (Witt, 1998)
Lower job satisfaction
Lower organizational commitment and OCBs
Poorer quality organizational communication
Higher absenteeism and turnover

16. Organizational Politics
There are several strategies for managing organizational politics:
Remove ambiguity and uncertainty.
Provide “slack” resources.
Create a positive organizational climate.
Clarify personnel selection and appraisal processes.
Reward performance, not politics.

17. A Contingency Approach to Organizational Politics
The form and incidence of organizational politics changes across an organization’s “life cycle” (Gray & Ariss, 1985).
Cobb (1984) proposes an “episodic model of power” that examines use of power in actual work settings.
The episodic model includes consideration of aspects of the power agent, target, and elements of the power situation.