Influence, Empowerment, & Politics

• The balancing of organizational and individual interests
• Influenced by situation and management skill
• Fundamental aspect of influencing behavior

• Rational persuasion : Using logical arguments and facts to persuade another that a desired result will occur.
• Inspirational Appeal : Arousing enthusiasm by appealing to one’s values and beliefs
• Consultation: Asking for participation in decision making or planning a change
• Ingratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you.
• Personal appeal: Appealing to feelings of loyalty and friendship before making a request
15-3

• Exchange: Promising some benefits in exchange for complying with a request.
• Coalition Building : Persuading by seeking the assistance of others or by noting the support of others.
• Legitimating: Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.
• Pressure: Seeking compliance by using demands, threats, or intimidation.
15-4

• Commitment - a strong positive response
– The person will agree and carry out the request because they truly believes it is the right or best thing to do
• Compliance – completion of request
– The person will agree only because there is something positive in it for him/her or something negative will happen if they don’t
• Resistance - a strong negative response
– Request will be disregarded, influence attempt is
15-5 unsuccessful

• Socialized (help others) vs. Personalized (help self)
• Reward
• Coercive (punishment/threats)
• Legitimate (formal position in org.)
• Expert (knowledge)
• Referent (respect)

• moving decision making down to the lowest level where a competent decision can be made
• Employees must be willing & able
• Doesn’t have to erode leader’s power
• Matter of degree – not either or

• Employees participate in:
– Setting goals
– Making decisions
– Solving problems
– Making performance improvements (changes)

Power Distribution
Followers are granted authority to make decisions
High
Power Sharing
Manager/leader and followers jointly make decisions
Influence Sharing
Manager/leader consults followers when making decisions
None
Authoritarian
Power
Manager/leader impose decisions
Domination Consultation Participation Delegation
15-9

• Highest degree of empowerment
• More likely to happen when:
– Employee is competent
– Employee shares manager’s objectives
– Manager & employee have positive relationship
– Employee is also a manager
– Trust

– Belief in the fallacy “if you want something done right, do it yourself”
– Lack of confidence/trust in lower levels
– Low self-confidence
– Fear of being called lazy
– Vague job definition
– Fear of competition from those below
– Reluctance to take risks involved in depending on others
– Lack of controls that provide early warning of problems with delegated duties
– Poor example set by bosses who do not delegate
15-11

• Intentional attempts to influence organizational decisions to protect own interests
• Heightened during change
• Networks – people oriented groups
• Coalitions – issues related groups (short term)

• Attempts to manipulate other’s perceptions of you
• Associated with high self-monitoring
• Can easily become unethical