Power and Influence in the Workplace Chapter Nine Craig Abraham/Fairfax Photos McGraw-Hill/Irwin © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Power, Influence & Politics at NAB National Australia Bank (NAB) rogue trader Luke Duffy and his colleagues created losses of $350 million, thanks in part of Duffy’s power and influence tactics. Craig Abraham/Fairfax Photos 9-2 The Meaning of Power Power is the capacity of a person, team, or organization to influence others. Craig Abraham/Fairfax Photos Potential, not practice People have power they don’t use -- may not know they possess Power requires one person’s perception of dependence on another person 9-3 Power and Dependence Person B’s countervailing power over Person A Person A Person A’s control of resource valued by person B Resource desired by person B Person B Person A’s power over Person B 9-4 Model of Power in Organizations Sources of Power Legitimate Reward Coercive Expert Referent Power over others Contingencies of Power 9-5 Sources of Power Legitimate Agreement that people in certain roles can request certain behaviors of others Based on job descriptions and mutual agreement from those expected to abide by this authority Legitimate power range (zone of indifference) is higher in high power distance cultures 9-6 Sources of Power Legitimate Reward Ability to control the allocation of rewards valued by others and to remove negative sanctions Operates upward as well as downward 9-7 Sources of Power Legitimate Reward Coercive Ability to apply punishment Exists upward as well as downward Peer pressure is a form of coercive power 9-8 Sources of Power Legitimate Reward Coercive Expert Individual’s or work unit’s capacity to influence others by possessing knowledge or skills that they value Employees gaining expert power over companies in knowledge economy 9-9 Sources of Power Legitimate Reward Coercive Expert Referent Occurs when others identify with, like, or otherwise respect the person Associated with charismatic leadership 9-10 Information and Power Control over information flow Based on legitimate power Relates to formal communication network Coping with uncertainty Those who know how to cope with organizational uncertainties gain power — — — Prevention Forecasting Absorption 9-11 Contingencies of Power Sources of Power Power over others Contingencies of Power Substitutability Centrality Discretion Visibility 9-12 Increasing Nonsubstitutability Increase control over the resource Medicine -- exclusive right to perform medical procedures Labor unions -- control over skilled labor Specialists -- exclusive knowledge how to operate or repair equipment Differentiate resource from others Services provided by consulting firms 9-13 Centrality Degree and nature of interdependence between powerholder and others Centrality is a function of: How many others are affected by you How quickly others are affected by you 9-14 Discretion and Visibility Discretion The freedom to exercise judgment Rules limit discretion, limit power Also a perception managers with internal locus of control act like they have discretion Visibility Symbols communicate your power source(s) — — Educational diplomas Clothing etc (stethoscope around neck) Salience — Location where others are more aware of your presence 9-15 Social Networking and Power Cultivating social relationships with others to accomplish one’s goals Increases power through: social capital -- durable network that connects people to others with valuable resources referent power -- people tend to identify more with partners within their own networks visibility and centrality contingencies 9-16 Influencing Others Power and Influence in the Workplace McGraw-Hill/Irwin © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Influencing Others Influence is any behavior that attempts to alter someone’s attitudes or behavior Applies one or more power bases Process through which people achieve organizational objectives Operates up, down, and across the organizational hierarchy 9-18 Types of Influence Silent Authority • Following requests without overt influence • Based on legitimate power, role modeling • Common in high power distance cultures Assertiveness • Actively applying legitimate and coercive power (“vocal authority”) • Reminding, confronting, checking, threatening more 9-19 Types of Influence (con’t) Information Control • Manipulating others’ access to information • Withholding, filtering, re-arranging information Coalition Formation • Group forms to gain more power than individuals alone 1. Pools resources/power 2. Legitimizes the issue 3. Power through social identity more 9-20 Types of Influence Upward Appeal (con’t) • Appealing to higher authority • Includes appealing to firm’s goals • Alliance or perceived alliance with higher status person Ingratiation/ Impress. Mgt. • Ingratiation • Impression Management more 9-21 Types of Influence Persuasion Exchange (con’t) • Logic, facts, emotional appeals • Depends on persuader, message content, message medium, audience • Promising or reminding of past benefits in exchange for compliance • Includes negotiation and networking 9-22 Consequences of Influence Tactics Hard Influence Tactics Soft Influence Tactics Silent authority Persuasion Upward appeal Coalition formation Ingratiation & impression mgt Information control Exchange Assertiveness Resistance Compliance Commitment 9-23 Steve Jobs’ Reality Distortion Field Steve Jobs, CEO of Apple Computer and Pixar Animation Studios, is famous for influencing people through his persuasiveness, which draws them into his “reality distortion field.” 9-24 Contingencies of Influence Tactics “Soft” tactics generally more acceptable than “hard” tactics Appropriate influence tactic depends on: Organizational position Influencer’s power base Cultural values and expectations 9-25 Organizational Politics Power and Influence in the Workplace McGraw-Hill/Irwin © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Politics Behaviors that others perceive as selfserving tactics for personal gain at the expense of other people and possibly the organization. 9-27 Conditions for Organizational Politics Tolerance of Politics Scarce Resources Conditions Supporting Organizational Politics Organizational Change Complex and Ambiguous Decisions 9-28 Minimizing Political Behavior Introduce clear rules for scarce resources Effective organizational change practices Suppress norms that support or tolerate selfserving behavior Leaders role model organizational citizenship Give employees more control over their own work Keep employees informed 9-29 Power and Influence in the Workplace Chapter Nine Craig Abraham/Fairfax Photos McGraw-Hill/Irwin © 2009 The McGraw-Hill Companies, Inc. All rights reserved.