Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 12
Power and Politics
12-1
After studying this chapter, you should be able
to:
Define power and contrast leadership and power.
Contrast the five bases of power.
Identify nine power or influence tactics and their
contingencies.
Identify the causes and consequences of political
behavior.
Apply impression management techniques.
Show the influence of culture on the uses and
perceptions of politics.
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.2
.3
.4
.5
.6
12-2
Power
The capacity that A has to influence the behavior
of B so that B acts in accordance with A’s wishes
Two facets:
Potential: power does not need to be actualized to be –
effective
Dependency: based on the available alternatives and their –
desirability
12-3
Contrasting
Leadership and Power
Differences
Goal Compatibility
Leadership
Requires goal
congruence
Direction of
Focuses on
Influence downward influence
Research Emphasis
Emphasizes
leadership style
Power
Only needs
dependence
Concerned with
influence in all
directions
Broader topic:
focuses on tactics
used by individuals
and groups
12-4
Formal Bases of Power
Due organizational position:
Coercive Power •
Complies from fear of the negative results –
Reward Power •
Complies due to desire for positive benefits –
Legitimate Power •
From the formal authority to control and use –
organizational resources
12-5
Personal Bases of Power
Stems from an individual’s
unique characteristics:
Expert •
Influence wielded as a result of –
expertise, special skill, or knowledge
Referent •
Based on identification with a person –
who has desirable resources or
personal traits - charisma
12-6
Effective Power Bases
Expert and referent power are positively •
related to performance and commitment
Reward and legitimate power are •
unrelated to organizational outcomes
Coercive power is negatively related to •
employee satisfaction and commitment
12-7
Power Tactics
Used to translate •
power bases into
specific actions that
influence others
More immediate than •
power bases
Can result in the •
accumulation of a
power base
12-8
Nine Influence Tactics
Pressure
Coalitions
Legitimacy
Rational persuasion
Inspirational appeals
Consultation
Exchange
Personal appeals
Ingratiation
12-9
Influence Tactic Effectiveness
Most effective: •
Rational Persuasion –
Inspirational Appeals –
Consultation –
Least effective: •
Pressure –
Combining tactics increases effectiveness •
Direction, sequencing, individual skill, and •
organizational culture modify effectiveness
12-10
Politics: Power in Action
Politics occur when employees convert power into action
Organizational Politics:
Activities not required as part of one’s formal role in the
organization, but that influence, or attempt to influence, the
distribution of advantages and disadvantages within the
organization
Outside of job requirements –
Requires the use of power –
12-11
Legitimacy of
Political Behaviors
Based on sticking to the implied rules •
Legitimate: •
Normal everyday politics – complaining –
Illegitimate: •
“Hardball” activities such as sabotage, whistle- –
blowing, and symbolic protests
12-12
The Reality of Politics
Politics arise in organizations because of:
Conflicting interests •
Limited resources •
Ambiguity in decision making •
Politicking: twisting facts to support one’s own
goals and interests
12-13
Individual Factors Contributing to
Political Behavior
Traits that encourage political action: •
High self-monitors –
High need for power –
Situational influences leading to illegitimate •
political actions:
Lower organizational investment –
Greater the number of perceived alternatives –
Greater expectations of success –
12-14
Organizational Factors Contributing to
Political Behavior
Organizational resources declining or •
distribution shifting
Opportunity for promotion exists •
Organizational culture issues: •
Low trust
Role ambiguity
Zero-sum reward allocation
High performance pressures
Leading by poor example
–
–
–
–
–
12-15
Responses to
Organizational Politics
For those unwilling to play, or with modest
political skills, the outcomes are negative
Moderated by individual’s understanding of who makes –
decisions and why they were selected
When perceived as a threat, people respond with defensive –
behaviors
12-16
Impression Management (IM)
The process by which individuals attempt to •
control the impression others form of them
People may misrepresent themselves in •
situations of high uncertainty or ambiguity
Misrepresentations may discredit the •
individuals – seen as insincere or manipulative
12-17
Impression Management Results
Interviews •
Self-promotion and ingratiation –
work well
Performance Evaluations •
Ingratiation positively related –
Self-promotion is negatively –
related
12-18
The Ethics of Behaving Politically
Questions to consider:
What is the utility of engaging in the .1
behavior?
How does the utility of engaging in the .2
political behavior balance out any harm it will
do to others?
Does the political activity conform to .3
standards of equity and justice?
12-19
Global Implications
Perception of Politics:
Negative consequences are common•
Preference for Power Tactics:
Differences exist consistent with cultural values•
Effectiveness of Power Tactics:
Little evidence for differences•
12-20
Implications for Managers
Power can be increased by:
Increasing the dependence of others –
Gaining unique knowledge or skills –
Minimizing one’s own dependence –
Acquiring useful bases of power –
Using effective power tactics –
Avoiding coercion –
12-21
Keep in Mind…
Informal, expert, and referent power are •
the most important
Use consultation and inspirational •
appeals
IM techniques effectiveness depends on •
the setting
12-22
Summary
Defined power and contrasted leadership and power.
Contrasted the five bases of power.
Identified nine power or influence tactics and their
contingencies.
Identified the causes and consequences of political
behavior.
Applied impression management techniques.
Showed the influence of culture on the uses and
perceptions of politics.
.1
.2
.3
.4
.5
.6
12-23