1. Influence Tactics, Empowerment and Politics
Chapter 16
Influence Tactics, Empowerment and Politics
Organizational Influence
Tactics: Getting One’s Way
at Work
Social Power
Empowerment: From
Power Sharing to Power
Distribution
Organizational Politics and
Impression Management

2. Influence
The ability to persuade or sway someone’s thoughts or behaviors so that they match yours

3. Generic Influence Tactics
16-3
Generic Influence Tactics
Rational persuasion - logic
Inspirational appeals - emotions
Consultation - participation
Ingratiation - flattery
Personal appeals – reference to relationship
Exchange – stated or implied trade
Coalition tactics – support from others
Pressure – intimidation or threats
Legitimizing tactics – authority or expertise
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4. How to Do a Better Job of Influencing and Persuading Others
16-4
How to Do a Better Job of Influencing and Persuading Others
Liking people tend to like those who like them
Reciprocity the belief that both good and bad deeds should be repaid in kind—virtually universal
Social proof people tend to follow the lead of those most like themselves
Consistency people tend to do what they are personally committed to do
Authority people tend to defer to and respect credible experts
Scarcity people want items, information, and opportunities that have limited availability
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5. 16-5
Social Power
Social Power ability to get things done with human informational, and material resources
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

6. Types of Power Socialized Power directed at helping others
16-6
Types of Power
Socialized Power directed at helping others
Personalized Power directed at helping oneself
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

7. Five Bases of Power Reward Power Coercive Power Legitimate Power
16-7
Five Bases of Power
Reward Power
Coercive Power
Legitimate Power
Expert Power
Referent Power
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8. 16-8
Empowerment
Empowerment sharing varying degrees of power with lower-level employees to tap their full potential
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9. 16-10
Delegation
Delegation granting decision-making authority to people at lower levels
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10. Organizational Politics
16-15
Organizational Politics
Organizational Politics intentional enhancement of self-interest
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

11. Uncertainty Triggers Political Behavior
16-16
Uncertainty Triggers Political Behavior
Sources of Uncertainty:
Unclear objectives
Vague performance measures
Ill-defined decision processes
Strong individual or group competition
Any type of change
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12. Levels of Political Action in Organizations
16-17
Figure 16-5
Levels of Political Action in Organizations
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Cooperative pursuit of group interests in specific issues
Individual pursuit of general self-interests
Network Level
Coalition Level
Individual Level
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

13. Political Tactics 16-18 Attacking or blaming others
Table 16-2
Political Tactics
Attacking or blaming others
Using information as a political tool
Creating a favorable image (impression management)
Developing a base of support
Praising others (ingratiation)
Forming political coalitions with strong allies
Associating with influential people
Creating obligations (reciprocity)
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14. Impression Management
16-20
Impression Management
Impression Management getting others to see us in a certain manner
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