Power, Politics, and Influence
Chapter
11
Fundamentals of
Organizational Behavior 2e
Andrew J. DuBrin
PowerPoint Presentation
by Charlie Cook
Learning Objectives
1. Identify sources of power for individuals and
subunits in organizations.
2. Describe the essence of empowerment.
3. Pinpoint factors contributing to organizational
politics.
4. Identify and describe a variety of political and
influence tactics.
5. Explain how managers can control dysfunctional
politics.
6. Differentiate between the ethical and unethical use
of power, politics, and influence.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–2
The Meaning of Power, Politics, and
Influence
Power
 Is the potential or ability to influence decisions and control
resources.
Organizational politics
 Is the informal approaches to gaining power through means
other than merit or luck.
Influence
 Resembles power, but tends to be more subtle and indirect.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–3
Sources of Individual and Subunit Power
Socialized Power
 Is the use of power to achieve
constructive ends.
Personalized Power
 Is the use of power primarily
for the sake of personal
aggrandizement
and gain.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–4
Sources of Individual and Subunit Power
Power Granted by the Organization
(Position Power)
 Legitimate power is based on the manager’s formal position
within the hierarchy of the firm.

Power is enhanced by establishing polices and procedures
that increase the scope of the position’s control.
 Coercive power is controlling others
through the fear of punishment.
To be effective, employees
must fear the punishment.

 Reward power is controlling
others through rewards or
the promise of rewards.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–5
Sources of Individual and Subunit Power
Power Stemming from the Individual
(Personal Power)
 Expert power is the ability to influence others because of
one’s specialized knowledge, skills, or abilities.
 Referent power is the ability
to influence others that stems
from one’s desirable traits
and characteristics.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–6
Sources of Individual and Subunit Power
Power from Providing Resources
 Resource Dependence Perspective
Subunits or individuals within an
organization who control or provide
the resources that the organization
needs on a continuing basis can
become quite powerful.
 Control of resources equals
power for managers.

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–7
Empowerment of Group Members
Empowerment
 Is the process of sharing power with group members,
thereby enhancing their feelings of self-efficacy.
 Strategic benefits of distributing power:

Improved productivity, quality, and satisfaction
 Keys for the transition to effective empowerment:
Sharing information
 Providing more structure (training and support)
 Gradually replacing traditional organizational structure
 Allowing individuals and teams to determine how to
achieve objectives
 Above all, trusting in employees to do the right thing

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–8
Five Stages in the Process of Empowerment
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Conditions leading
to a psychological
state of
powerlessness
The use of
managerial
strategies and
techniques
To provide selfefficacy
information to
subordinates,
using four
resources
Results in
empowering
experience of
subordinate
Leading to
behavioral
effects
Organizational
factors
Participative
management
Enactive
attainment
Supervision
Goal setting
Reward system
Feedback
system
Vicarious
experience
Nature of job
Modeling
Contingent/
competencebased reward
Job enrichment
EXHIBIT
11-1
Verbal
persuasion
Strengthening
of effort—
performance
expectancy or
belief in
personal
efficacy
Initiation/
persistence
of behavior
to accomplish
task objectives
Emotional
arousal
and
Remove
conditions
listed under
Stage 1
Source: Jay A. Conger and Rabindra N.
Kanungo, “The Empowerment Process:
Integrating Theory and Practice,” Academy
of Management Review (July 1988): p.475.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–9
Signs of Empowerment and Disempowerment
Empowered Employees
 Take initiative in ambiguous situations
 Identify opportunities in ambiguous situations
 Apply critical thinking skills
 Offer judgments about how decisions
support shared purpose
 Identify and act on opportunities to
improve systems
 Optimize resources by reducing
expenses and finding opportunities
to invest in new resources
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–10
Signs of Empowerment and Disempowerment
Disempowered Employees
 Wait for a designated authority to take charge
 Address problem but fail to see opportunity
 Accept decisions without questioning
 Discuss but not able to apply information
about shared purpose
 Attempt consensus but yield to higher
authority when failing at consensus
 Focus on resource questions only
when directed to do so
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–11
Factors Contributing To and Examples of
Political Behavior
Organizations have a political nature due to:
 Coalitions of interests competing for resources.
 A pyramidal power structure that concentrates
power at the top of the organization.
 Downsizing and team structures limit
upward mobility for ambitious managers
with a strong need for power.
 Decentralization disperses power in
the organization.
 Machiavellian manipulation of others
and the organization for personal gain by some managers.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–12
Effective Use of Organizational Politics
Ethical Behaviors
Develop power contacts
Manage your impression
Control vital information
Keep informed
Be courteous, pleasant,
and positive
Ask satisfied customer to
contact your manager
Avoid political blunders
Use flattery sincerely
Unethical Behaviors
1.
2.
3.
4.
Engage in backstabbing
Embrace-or-demolish
Set a person up for failure
Play territorial games (turf
wars)
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–13
Organizational Influence Tactics
1. Leading by example
2. Assertiveness
3. Rationality
4. Ingratiation
5. Exchange
6. Inspirational appeal
and emotional display
7. Joking and kidding
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–14
The Control of Dysfunctional Politics and
Ethical Considerations
Excessive politics and influence tactics can harm
an organization and its members.
Ways to control these activities:
 Rely on objective measures of performance tied to proper
and significant goals for the organization.
 Align individual goals and objectives to be congruent with
those of the organization to increase commitment and
performance.
 Practice open communications to remove the political value
of information and to increase the overall understanding of
the organization.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.
11–15