Chapter 7
Power and Politics
In Schools
W. K. Hoy © 2003, 2008, 2011
Authority and Power
Authority is power, but power is not necessarily authority.
•Power is the ability to get others to do what you want.
•Authority is legitimate power.
•Authority is not authoritarianism.
•Authority is not coercion.
Authority has three properties:
•Willing compliance to directives
•Suspension of own decision-making criteria
•Legitimacy--power is legitimated by the norms of the
group
Key Question: What is your working definition of authority?
W. K. Hoy © 2003, 2008, 2011
Weber’s Types of Authority
Types of Authority
Charismatic Authority:
Power is legitimated by extraordinary personality.
Traditional Authority:
Power is legitimated by tradition.
Legal or Bureaucratic Authority:
Power is legitimated by system of laws (rules).
Key Question: What is the best type of authority for schools?
W. K. Hoy © 2003, 2008, 2011
Other Types of Authority
Blau and Scott
Formal Authority
Power is legitimated by the formal organization.
Informal Authority
Power is legitimated by the informal organization.
Peabody
Functional Authority
Power is legitimated by competence.
Key Question: What kind of authority does your principal have?
W. K. Hoy © 2003, 2008, 2011
Types of Authority Positions
Formal Authority
Yes
Yes
No
Formal
Leader
Informal
Leader
Officer
Follower
Informal
Authority
No
W. K. Hoy © 2003, 2008, 2011
Leaders and Authority
How can leaders enhance their authority?
•Strategic Leniency (showing tolerance or mercy in
dealing with crime or misbehavior)
•Supportive Leadership
•Emotional Detachment
•Hierarchical Independence
•Hierarchical Influence
•Authenticity
Key Question: What strategy is best for you to enhance your authority?
W. K. Hoy © 2003, 2008, 2011
Sources of Power
(French and Raven, 1968)
1. Reward Power
Administrators reward desirable behavior.
Power 2. Coercive Power
Administrators punish undesirable behavior.
3. Legitimate Power
Administrators have power of the organization.
4. Referent Power
Administrators get power from identification.
Authority
5. Expert Power
Administrators get power from knowledge and expertise.
Key Points:
Power from person characteristics is most advantageous.
Expert power is most stable
Referent power is strongest.
W. K. Hoy © 2003, 2008, 2011
Responses to Power
Probable Responses to Power
Types of Power
Commitment
Referent
XXX
XX
X
Expert
XXX
XX
X
Legitimate
XX
XXX
X
Reward
XX
XX
X
Coercive
X
XX
XXX
XXX=most likely
Simple Compliance
XX=less likely
W. K. Hoy © 2003, 2008, 2011
Resistance
X=least likely
Practical Suggestions
1. Avoid the use of coercive power: it alienates.
2. Use organizational power to develop personal
power; personal power is more potent.
3. Use personal power to motivate and create
loyalty and commitment to the organization.
4. Be careful when using reward power; it is easily
confused coercive power.
5. Find ways to tap (to produce) into informal
power.
W. K. Hoy © 2003, 2008, 2011
Power vs. Empowerment
Power often constrains the activities of
subordinates.
Whereas-Empowerment typically enhances the power of
subordinates as well as superiors.
Empowerment is the process by which
administrators share power and help others use it in
constructive ways to make decisions affecting
themselves and their work (Schermerhorn, Hunt,
and Osborn, 1994).
W. K. Hoy © 2003, 2008, 2011
Mintzberg on Power
Four Systems or Sources of Power:
System of Authority--Formal Power
System of Ideology-- Informal Power
System of Expertise--Knowledge
System of Politics-- Informal, illegitimate Power
W. K. Hoy © 2003, 2008, 2011
Practical Suggestions
To lead administrators must:
•Go beyond the system of authority;
Formal power is not enough to lead.
•Tap into the informal authority;
Expand your authority and influence.
•Tap into expertise of teachers;
Empower teachers and empower yourself.
•Understand the system of politics;
Limit politics--it is destructive.
W. K. Hoy © 2003, 2008, 2011
Sources of Power and Authority
Source of Power
Formal
Organization
Legitimate
Formal
Authority
Illegitimate
Coercive
Power*
Informal
Organization
Informal
Authority
Legitimacy
Of Power
Political
Power*
*Can be legitimate, but almost never is.
W. K. Hoy © 2003, 2008, 2011
A Critical View of Power
Power blurs (unclear image) the distinction between rationality and rationa
Rationality is the application of evidence and reason to make decision.
Rationalization is an attempt to make a decision appear rational.
•Power has a way of defining reality--superiors define what counts.
•Principals spin the truth to defend their decisions.
•Power trumps knowledge because rationalization masquerades as truth.
•Truth is the first casualty in a power conflict.
•Knowledge is power, but Power is Knowledge.
•Power corrupts reality.
Key Question: Does emphasis on democratic participation in schools
make us more vulnerable to manipulation? Why or why not?
W. K. Hoy © 2003, 2008, 2011
Politics
Politics is individual or group behavior that is informal,
parochial, typically divisive, and above all
illegitimate because decisions are made in the best
interests of individuals or groups rather than the best
interests of the organization (Mintzberg, 1983).
Coalitions are groups of individuals who bargain in an
effort to get resources distributed in their favor.
W. K. Hoy © 2003, 2008, 2011
External Coalitions
External coalitions are groups outside the organization that try to influence the
organization--for example, tax payers, teacher associations, and citizens.
Three types of external coalitions:
1. Dominated external coalition--one powerful outside group dominates school
policy, e. g. “back to basics”--promotes a powerful force that effects what
happens internally.
2. Divided external coalition--a few groups (two or three) compete for influence-influence is balanced but competition is there, e. g., Conservative vs Liberal-power struggle spills over into the organization.
3. Passive external coalition--so many groups that power is dispersed--creates a
relatively peaceful and stable environment.
Key Question: What kind of external coalition is preferable?
W. K. Hoy © 2003, 2008, 2011
External Coalitions
Consequences of External Coalitions:
A dominated external coalitions weakens
internal coalitions.
A divided external coalition politicizes internal
coalitions.
A passive external coalitions strengthens
internal coalitions, often at the level of
central administration.
W. K. Hoy © 2003, 2008, 2011
Power Game
Organizational Members Have Three Choices
1. Leave the organization-----Exit
2. Stay and be a player--------Voice
3. Stay and be a soldier------- Be Loyal
Most members either stay and play or become loyal “soldiers.”
W. K. Hoy © 2003, 2008, 2011
Political Tactics
Political Tactic
Purpose
1.
Ingratiating
Gain favors by doing favors
2.
Networking Influentials
Gain influence by courting
3.
Managing Information
Manipulate information to your advantage
4.
Managing Impressions
Create a positive imagine by appearance
5.
Coalition Building
Band together with others to achieve goals
6.
Scapegoating
Shift the blame to others for bad outcomes
7.
Increasing Indispensability
Make yourself indispensable
8.
Spinning the Truth
Put the best face on the facts
9. Flattering
Praising others
10. GASing
Getting attention of others—standing out
W. K. Hoy © 2003, 2008, 2011
Political Tactics
Spinning the Truth is adding the adding and subtracting and partial display and
concealment of of information while communicating with others.
Elements of Truth Spinning
•
•
•
•
•
•
Reversing the Truth
Deception
Self-Deception
Civility
Creating the Truth
Game Playing
The Lie
Revealing and Concealing
Selective Perception
Showing and Hiding Thoughts
Power and Reality
Manipulating
W. K. Hoy © 2003, 2008, 2011
Political Tactics
Warning: The Line is Thin
• Dishonesty
• Deceit
• Misinformation
All are difficult to justify on moral
grounds.
W. K. Hoy © 2003, 2008, 2011
Principles of Influence
1.
2.
3.
4.
5.
6.
7.
Attractiveness: People like, are attracted to, and follow others that
they believe are kindred spirits—Engage in acts of kindness.
Reciprocity: People feel obligated to return a good deed; individuals
help those who help them--Help others solve a problem and you can
depend on their help later.
Public Commitment: People are motivated to act on the basis of their
public commitments—Encourage public commitments.
Colleagueship: People listen to and follow the lead of respected
colleagues– Identify respected faculty members, solicit their advice,
and win their support.
Optimism: Optimism enhances success—Look for opportunities in
problems and focus on possibilities, not obstacles.
Fairness: People believe they are entitled to fair treatment—Treat
others as you would be liked to be treated.
Expertise: People defer to those with demonstrated expertise—Do not
assume your expertise is obvious; exhibit it.
W. K. Hoy © 2003, 2008, 2011
Common Political Blunders
1.
2.
3.
4.
5.
6.
Violating the chain of command
Losing your temper in public
Saying no to superiors too often
Challenging cherished beliefs
Aligning with the wrong group
Violating the norms of honesty and
fairness.
W. K. Hoy © 2003, 2008, 2011
Political Games
Political games are played:
To sustain power
To maintain power
To enhance power.
Goals of Political Games:
To resist authority
To counter resistance to authority
To build a power base
To defeat opponents
To change the organization
W. K. Hoy © 2003, 2008, 2011
Kinds of Political Games
•
•
•
•
•
•
•
•
•
•
•
•
Insurgency game to resist formal authority
Counter insurgency game to counter insurgency
Sponsorship game to advance quickly
Alliance-building game to build power
Empire-building game to build power
Expertise game to build power
Lording-it-over game to justify power
Line and staff game to defeat competitors
Rival camps game to defeat competitors
Strategic candidates game to promote change
Whistling-blowing game to halt bad practices
Young-Turks game to change the power structure
W. K. Hoy © 2003, 2008, 2011
Conflict Management
There is no one best way to manage conflict; “it
depends” on the situation.
Match the appropriate “conflict resolution style”
with the situation.
W. K. Hoy © 2003, 2008, 2011
Conflict Management Styles:
A Contingency Approach
(Thomas, 1976)
Assertive
Collaborating
Competing
Attempting to
Satisfy
Organizational
Needs
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Attempting to Satisfy the Needs of Individual
W. K. Hoy © 2003, 2008, 2011
Matching Conflict Management
Style with the Situation
Management Style
Competing
Collaborating
Compromising
Avoiding
Accommodating
Situation
When quick, decisive actions are necessary—
e. g. emergencies
When both sets of goal so important that
compromise is inadequate-- “Win, Win”
Both sides must Win.
When the objectives are important but not worth
the potential disruption.
To let the situation cool down, when more
information is essential, when the problem is
merely a symptom.
When you have made a mistake, to build good
will, when harmony is important.
W. K. Hoy © 2003, 2008, 2011
Practical Imperatives
•
•
•
•
•
•
•
•
•
•
Stay calm in difficult situation: Don’t “blow up” in public.
Demonstrate your authenticity and autonomy: Openness and independence
heighten influence.
Expand your power by cultivating informal relationships: The informal organization is an
important source of power.
Use coercive power only as a last resort: Coercive power alienates.
Become politically savvy to the reality of organizational politics: Politics is a fact of
organizational life.
Understand that organizations are not always fair: Sometimes they are unfair.
Exhaust the informal organization before resorting to the formal: The informal is often more
powerful than the formal.
In conflict—avoid, compete, collaborate, compromise, and accommodate: Resolution
depends upon matching strategies with the situation.
Use rationality, not rationalization, to make decisions: Rationalization often masquerades as
rationality.
Get noticed to gain power: Stand out in the crowd with good ideas.
W. K. Hoy © 2003, 2008, 2011