Chapter 16
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
1
©2001 by Prentice-Hall, Inc.
Objectives
• Describe the various sources of power
• Identify the influence tactics people use at
work
• Expand upon work issues related to power
– E.g. gender
2
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Power and Influence
• POWER—the capacity to
influence the behavior of others
• INFLUENCE—the process by
which people successfully
persuade others to follow their
advice, suggestions, or orders
3
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Sources of Power
• Personal Sources
– Expertise
– Effort
– Relationships
– Coercive and reward power
– Referent (charismatic) power
4
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Sources of Power
• Situational sources
– Position (formal authority)
– Control over resources
– Control and access to information
– Strategic contingency power
5
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Influencing Tactics
Type
Tool
Rational persuasion
Logical arguments and facts
Inspirational appeals
Target’s values, ideals, and aspirations
Consultation
Inclusion of target in planning
Ingratiation
Praise, flattery, friendly, helpful behavior
Personal appeals
Target’s loyalty and friendship
Exchange
Reciprocated favors
Coalition tactics
Seek aids of others
Legitimating tactics
Claim authority or right, point to policy, tradition
Pressure
Demands, threats, frequent checking
6
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Assertive Persuasion
Behaviors: Reasoning,
debating, presenting ideas,
proposals, and suggestions
that involve facts and logic
Push Style –
Pushing our intellect
Language: I suggest we adopt
the second proposal for the
following three reasons...
7
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Reward and Punishment
Push Style –
Pushing our will
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
Behaviors: Stating
expectations, using
incentives and pressures,
evaluating, demanding,
bargaining
Language: I expect you to be
at work on time. If you are
late, I will have to dock your
pay.
8
©2001 by Prentice Hall, Inc.
Participation and Trust
Behaviors: Understanding,
involving and supporting
others, personal disclosure,
active listening
Pull Style –
Pull others toward us
with involvement
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
Language: What do the rest of
you think we should do?
9
©2001 by Prentice Hall, Inc.
Common Vision
Behaviors: Inspiring,
visioning, finding common
ground, aligning
Pull Style –
Pull others toward us
with an appeal
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
Language: Imagine what we
could accomplish if we
worked together.
10
©2001 by Prentice Hall, Inc.
Gender and Power
• Women believe hard work will lead to
advancement
• Men believe politics and connections
will lead to advancement
– Evidence suggests political skill is
rewarded
11
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Gender and Power
• Research results are not consistent with
regard to gender differences related to power.
Some results with regard to women:
–
–
–
–
–
less assertive with superiors
more likely to use rational based strategies
more likely to use consensus
more likely to use power for altruistic purposes
more likely to see power as a resource rather than
an end in itself
12
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Four Ways Not to Persuade
• Force an initial up-front hard sell.
• Resist compromise
• Believe that the secret of persuasion
lies in presenting great arguments.
• Assume persuasion is a one-shot effort.
13
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Four Actions to Persuade
•
•
•
•
Gather relevant facts
Marshal support
Time the presentation
Repackage, persist, and repeat
14
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
The Law of Reciprocity (Cohen)
• The almost universal belief that people
should be paid back for what they do
• One good (or bad) deed deserves
another.
15
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Commonly Traded
Organizational Currencies
• Inspiration-Related Currencies
– achieving a higher standard for the
organization, etc.; doing what is right
• Task-Related Currencies
– Giving help, knowledge
• Position-Related Currencies
– Advancement, recognition
16
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
...Commonly Traded
Organizational Currencies
• Relationship-Related Currencies
– friendship, personal support, understanding
• Personal-Related Currencies
– Affirming self-esteem, expressing appreciation
17
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
The process of exchange
(recognizing allies)
• See the person as an ally not an adversary
– Need to create sustainable relationships
• Understand the potential ally’s world
– See the other’s behaviour clearly and gain
information to understand the ally
• Be aware
– Understand needs and currencies of the other
person
18
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
The process of exchange
(successful exchanges)
• Understand the nature of the exchange
transaction
– Preferring to be right; don’t overuse a
currency
• The role of relationships
– Exchange is easier with allies
• Inconvertable currencies
– Fundamental differences can defy currency
exchange
19
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.