POWER
• Power refers to the potential or actual ability
to influence others in a desired direction. It is
the ability of a person (group) to induce
another person (group) to behave in a way
that the former desires.
• Power can be categorized in two types:
1. Formal Power
2. Informal Power
POWER
COMPONENTS
FORMAL POWER
(By virtue of
position)
1. Coercive Power : By threat or
warning.
2. Reward Power: By providing
rewards
3. Legitimate Power: By position
and belief that some things
are supposed to be done
when told by a person in that
position.
4. Information Power: By access
to and control over
information
POWER
COMPONENTS
PERSONAL
POWER
(Depend on
person)
1. Expert Power: Possessing
experience, knowledge or
judgment other person lacks,
but needs
2. Rational Power: By using
logical arguments.
3. Referent Power: Ability of a
leader to influence followers
because of followers’ loyalty,
respect, friendship,
admiration, affection etc
4. Charismatic Power: By
exceptional personal qualities
or extra-ordinary insight and
accomplishment
POWER
Influence
• The purpose of power is to influence people.
• There are eight basic types of influence tactics
used in organizations and these are
considered to be political activities in
management science.
POWER
TACTICS
DESCRIPTION
EXAMPLES
PRESSURE
The person uses
demands, threats, or
intimidation to convince
you to comply with a
request or to support a
proposal
If you don’t do this,
you’re fired.
You have time up to 5
O clock to change your
mind or I will go
without you.
I will report to boss.
Boss supports this idea
UPWARD
APPEALS
This is ordered by the
higher management or
seek support of higher
management for
compliance with a
request
POWER
TACTICS
DESCRIPTION
EXAMPLES
EXCHANGE
Explicit or implicit
I’ll give you a treat or
promise is given to give I’ll recommend your
rewards or tangible
name for promotion
benefits if comply with
the request ( or remind
about a prior favor to
be reciprocated)
COALIATION
Seeks the aid of others
to persuade you to do
something or uses the
support of others as an
argument for you to
agree also.
All the other managers
agree with me. I can
prove it in front of the
committee.
POWER
TACTICS
DESCRIPTION
The person seeks to get
you in a good mood or
to think favorably of his
INGRATIATION or her before asking you
to do something.
RATIONAL
PERSUASION
Uses logical arguments
and factual evidence to
persuade you that a
proposal or request is
viable
EXAMPLES
Only you are the
capable person to do
this.
I can always count you.
This new procedure will
save us $150,000 in
overhead. It makes
sense to hire John.
POWER
TACTICS
DESCRIPTION
The person makes an
emotional request or
proposal that arouses
INSPIRATIONAL enthusiasm by appealing
APPEALS
to your values and ideals
or by increasing your
confidence that you can
do it
The person seeks your
participation in making a
decision or planning how
CONSULTATION to implement a
proposed policy, strategy
or change
EXAMPLES
Being environmentally
conscious is the right
thing.
Getting that account
will be tough, but I
know you can do it
This new attendance
plan is controversial.
How can we make it
more acceptable?
POWER
EMPOWERMENT
• Generally organizations use less than 20% of the
capabilities of their employee’s potential (Gallup
Research)
• Employee potential can be increased by creating
an environment in which the employee can learn,
grow and give their best.
• Employee should go to extra mile expending their
discretionary energy for the sake of the
organization.
• Identifying the untapped potential and
developing it are the key competitive strengths of
many organizations now.
POWER
Indicators of organization without empowerment
Blaming & victim mentality
Fear of making decisions
Lack of participation in decision making
New ideas not taken seriously
Leaders Vs Employees mindset
Distrust and cynicism
Apathy and burnout
Thoughts or feelings not freely expressed for fear of
repercussion
Learning and growth opportunities not actively
pursued
Gossip and back biting
People feel unappreciated
Lack of recognition for contributions
Top talent leaving for better opportunities or work
environment
POLITICS
(Power in Action)
• Organizational politics refers to the use
and manipulation of situations, power and
people to secure position and gain from
situation.
• It may done by letting others down and
by increasing their own power, image and
status in the organization.
• Politics can be a well played game inside
the organization by a single player or a
group (team) together.
• D. Farrell and J.C.Petersen define political
behavior in organization as” those activities
that are 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”
• It is the management of influence to obtain
ends not sanctioned by the organization or to
obtain sanctioned ends through nonsanctioned means and the art of creative
compromise among competing interests.
• The above definition point out the following:
1. Political behavior fall outside the ambit of
one’s specified job requirements
2. It includes efforts to influence the goals ,
criteria or processes employed for decision
making
3. It includes a variety of political behaviors
such as withholding vital information from
decision makers , whistle-blowing, spreading
rumors, leaking confidential information etc
• It is practically impossible to make a
workplace free from politics, but the
organization and employees should follow
certain ethics to make the workplace
more healthier.
1. LIVING AT PEACE WITH OTHERS
• The easiest way to
avoid problems with
politics is to get along
with people.
• You can be pleasant
and professional and
at the same time
assertive
If there is a concern, then focus only on the issue and
not on the person.
If you refuse a request, tell why and try to come up
with alternative solutions
2. KEEP THE TALK INSIDE
• Keeps the issues and
discussion inside the
organization
• Bad mouthing harms
you as much as it
harms the organization
3. BE HELPFUL
• We all have
responsibilities and
objectives.
• But by being helpful
we can reap benefits
• This helps us to build a
political capital and
loyalty
• This reduces the chance
of being a victim to the
political intrigue
4. STAY AWAY FROM GOSSIP
• Gossip destroys the
happy atmosphere in an
office and hence try to
stay away from it.
• Don’t lecture on it to
colleagues or
subordinates but subtly
change the subject
5. Avoid the talking-ill-of-the-boss sessions
• If you join such
group, it makes you
look disloyal to the
boss and if you
don’t, it looks
awkward in the
group
• Try to change the
topic
6. BE STRAIGHT FORWARD
• Be straight forward
• Do what you say
you’re going to do,
alert people to
problems, and
admit your mistakes
• Open stand get
resistance as well as
support
7. Address issue of politics openly when appropriate
8. Document things
• Always a keep of record
of the matter in written
format
• Documents are proofs
and also serve as a
record of
accomplishments
9. Self Incentive to
Foster Teamwork
• Incentives should be given on the basis of justice in
the organization
• If we reward employees in a department based only
on how well that department does, we may
inadvertently cause destructive competition among
departments.
10. Set an Example
• People in organization look to leadership to see how
to act.
• In order to avoid negative politics, the manager
should set himself as an example to follow.
Organizational Conditions Encouraging
Political Activity
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Unclear Goals
Autocratic Decision Making
Ambiguous Line of Authority
Scarce Resources
Uncertainty
Types of Political Behavior
• Political Behavior can be:
– Legitimate
– Illegitimate
Legitimate
• Legitimate political behavior refers to normal
everyday politics such as:
• Complaining to your superiors
• Bypassing the chain of command
• Forming coalition with others etc
• Obstructing organizational policies
• Excessive adherence to rules
• Developing contacts outside the organization
through one’s professional activities
Illegitimate
• Illegitimate political behaviors are those
activities that violate the implied rules of the
game inside the organization such as:
• Sabotage
• Whistle-blowing
• Symbolic protests
• Group simultaneously applying for leave
Organizational Politicians:
Maccoby’s Four Political Types
• Michael Maccoby describes four types of
organizational politicians (Book: The Gamesman).
They are:
1. The Craftsman
 These people are driven by achievement and are
least political in character in the organization.
 They are technical experts who always like to
have precision and details of the work
 They are quiet, sincere, modest and practical
Maccoby’s Political Types
2. The Jungle Fighter
 They are the apt people who are active
politicians in the organization
 They are not afraid of their steps
 They believe strongly that employees should
be used to get ahead in the company
 They desire success at any cost
 There are two types of jungle fighters.
Maccoby’s Political Types
• Types of Jungle Fighters”
– Foxes : Make their nests in the organization and
operate from safe base only
– Lions: They conquer other territories and build
empires.
Maccoby’s Political Types
3. Company Man or Women
 These are conservative people
 Possess strong desire for affiliation and may not
show any political behavior openly
 They believe in associating with powerful and
protective company
 Their major concern is about people
 They are more involved with security than mere
success.
Maccoby’s Political Types
4. The Gamesman
 The gamesman are real politicians
 They view business as a game and take
calculated risk
 They are charismatic, thrives on challenge and
competition
 They motivate employee with enthusiasm
Organizational Politics and Job Satisfaction
• Research evidence indicates that the
perception of organizational politics is
negatively related to job satisfaction.
• The perception of politics leads to anxiety and
stress and it becomes too difficult to handle,
people may quit organizations.
• Thus it may become a de-motivating factor
and the performance of people will be
affected adversely
Organizational Politics and Job
Satisfaction
• The effect of politics is moderated by the
individual’s knowledge about decision making
system in the organization and his/her political
skills. Studies reveal the following in connection
with the above:
1. High politically skilled individual shave improved
performance
2. Low politically skilled individuals often respond
with defensive behaviors to avoid action, blame
or change.
POLITICS
(People’s Techniques and Response)
POLITICAL LABEL
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Blaming Others
“Kissing Up”
Apple Polishing
Covering Your Ear
Creating Conflict
Forming Coalitions
Whistleblowing
Scheming
Overachieving
Ambitious
Opportunistic
Cunning
Arrogant
Perfectionist
“EFFECTIVE MGMT LABEL”
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Fixing Responsibility
Developing Working Relationship
Demonstrating Loyalty
Documenting Decisions
Encouraging Change & Innovation
Facilitating Team Work
Improving Efficiency
Planning Ahead
Competent and Capable
Career Minded
Astute
Practical Minded
Confident
Attentive to Detail
How Do People Respond To
Organizational Politics?
Decreased Job
Satisfaction
Increased Anxiety &
Stress
Organizational Politics
Threatens Employees
Increased Turnover
Reduced Performance
DEFENSIVE BEHAVIORS
AVOIDING ACTION
DEFENSIVE BEHAVIOR
AVODING BLAME
AVODING CHANGE
Defensive Behaviors
• AVOIDING ACTION
• Overcoming: Strictly interpreting responsibility by
saying things like “the rules clearly states…..” or
“This is the way we have always done it”.
• Buck passing: Transferring responsibility for the
execution of a task or decision to someone else.
• Playing Dumb: Avoiding an unwanted task by
falsely pleading ignorance or inability
• Stretching: Prolonging a task so that one person
appears to be occupied.
• Stalling: Appearing to be more or less supportive
publicly while doing little or nothing privately.
Defensive Behaviors
• AVOIDING BLAME
• Buffing : It describes the practice of rigorously
documenting activity to project an image of
competence and thoroughness.
• Playing Safe: Evading situations that may reflect
unfavorably. It includes taking on only projects with a
high probability of success, having risky decisions
approved by superiors, qualifying expressions of
judgments and taking neutral positions in conflicts.
• Justifying: Developing explanations that lessen one’s
responsibility for a negative outcome and/or
apologizing to demonstrate remorse.
Defensive Behaviors
• Scapegoating: Placing the blame for a negative
outcome on external factors that are not entirely
blameworthy.
• Misrepresenting: Manipulation of information by
distortion, embellishment, deception, selective
presentation or obfuscation.
• AVODING CHANGE
• Prevention: Trying to prevent a threatening
change from occurring
• Self Protection : Acting in ways to protect one’s
self-interest during change by guarding
information or other resources.