3. Power and Politics in Organizations
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The Meaning of Power
“the potential ability to influence behavior, to change the course of events, to overcome
resistance, and to get people to do things that they would not otherwise do”
(Pfeffer)
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Definition of Power
A capacity that A has
 to influence the behavior of B so that
 B acts in accordance with A’s wishes
Dependency
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B’s relationship to A when A possesses something that B requires
Potential Power may exist but may not be imposed
Power Motive
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Motive can be both positive and negative
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The need to manipulate others and (for example – you want a work to be done by your
subordinate which the subordinate would otherwise avoid to do)
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Have superiority over them
Leadership and Power
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Leaders use power as a means of attaining group goals
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Power is a means of facilitating leaders in their achievement
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Power does not require goal compatibility
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Leadership requires congruence between the goals of the leader and those of being led
(For example your parents at home)
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Leadership focuses on downward influence on one’s followers
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Power can have lateral or upward influence
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Leadership is exercised by individuals ( leadership style)
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Power can be used by groups as well as by individuals to control others
Influence
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It is the process of affecting the behavior of others
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The ability to persuade or sway someone’s thoughts or behaviors so that they match yours
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Generic Influence Tactics
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Rational persuasion - logic
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Inspirational appeals - emotions
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Consultation - participation
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Ingratiation - flattery
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Pressure - intimidation or threats
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Legitimizing tactics - authority or expertise
Authority

Authority legitimizes and is a source of power
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It is the right to command and is invested by the organization in certain individuals by virtues
of position
(For example – HOD of a department)
Power vs Authority
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Power refers to A’s ability to influence B, not A’s right to do so
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Authority represents the right to expect or secure compliance
The Classifications of Power
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POSITION POWER
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PERSONAL POWER
Position Power
Coercive Power
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A power base dependent on fear
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One reacts to this power out of fear of the negative results that might occur if one failed to
comply
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For example A will have coercive power if A can dismiss or demote B
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Position Power
Reward Power
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People comply with the wishes of another because doing so produces positive benefits
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One who can distribute rewards that others value will have reward power
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These rewards can be both intrinsic and extrinsic
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Position Power
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Legitimate Power
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The power a person receives as a result of his or her position in the formal hierarchy
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This power stems from the fact that superior has the right to command the subordinate
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Legitimate power is broader than coercive and reward power since it implies acceptance of
the authority of a position
Example – School principal
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Position Power
Information Power
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Power that comes from access to and control over information
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Top executives have access to any information they need about the company at all times
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Personal Power
Referent Power
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Influence based on possession by an individual of desirable resources or personal traits
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Referent power develops out of admiration of another and desire to be like that person
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Personal Power
Expert Power
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Influence based on special skills and knowledge
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As jobs are becoming more and more specialized we become increasingly dependent on
experts to achieve goals
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For example – doctors, tax accountants have expert power
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Dependency: The Key to Power
The General Dependency Postulate
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The greater B’s dependency on A, the greater the power A has over B
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Possession/ control of scarce organizational resources that others need makes a manager
powerful
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What creates Dependency
Importance of the resource to the organization
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If money is important to B and A can lend then A has power over B
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What creates Dependency
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Scarcity of the resource
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A company which requires a resource which is not available in plenty then the owner of the
resource will have power
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What creates Dependency
Non-substitutability of the resource
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A salesperson can have power by saying that the features of the product is unique
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The Two Faces of Power
Socialized power
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Directed at helping others
Personalized power
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Directed at helping oneself
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Power Tactics
Ways in which individuals translate power bases into specifications:
Tactical Dimensions
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Reason
Friendliness
Coalition
Assertiveness
Sanctions
Power Tactics
Variables that affect power tactics
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manager’s relative power
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more power - assertive
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less power - friendly, request
Variables that affect power tactics
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objectives of manager
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managers attempting to persuade new ideas - logical reasoning
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to obtain favor - friendliness
expectation about success
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when past experience shows high probability of success - simple request
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culture within organization
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warm and relaxed culture - friendliness
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formal - sanction
Politics: Power in Action
Political behavior
Activities that are not required
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as part of one’s formal role in the organization, but
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that influence the distribution of advantages and disadvantages within the organization
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Varied Political Behavior
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Withholding key information from decision makers
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Spreading rumors
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Leaking confidential information about organizational activities to the media
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Lobbying on behalf of or against a particular individual
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Politics: Power in Action
Legitimate Political behavior
Normal everyday politics
Illegitimate Political behavior
Extreme political behavior that violates the implied rules of the game
Legitimate Political behavior
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complaining to the superior
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bypassing the chain of command
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developing contacts outside the organization through professional activities
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symbolic protest - violating dress code
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sabotage
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Factors that influence Political Behaviors
Individual Factors
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High Self Monitor
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Internal Locus of Control
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High Mach
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Organizational Investment
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Perceived Job Alternatives
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Expectations of Success
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Factors that influence Political Behaviors
High Self Monitor
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Employees who are high self-monitors have a high need for power
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High self-monitor exhibits higher levels of social conformity
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Individual Factors
Internal Locus of Control
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Individuals with an internal locus of control believe they can control their environment
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Thus, they attempt to manipulate situations in their favor
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Individual Factors
Machiavellian Personality
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Characterized by the will to manipulate and the desire for power
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Therefore, a machiavellian personality is comfortable using politics as a means to fulfill
his/her self-interest
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Individual Factors
Organizational Investment
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More a person has invested in the organization (hardwork, overtime)
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More expectations of increased future benefits
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Less likely to use illegitimate means
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Individual Factors
Perceived Job Alternatives
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More alternative job opportunities due to
–
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Favorable job market
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Possession of scarce skills
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Influential contacts outside the organization
More likely he / she is to risk illegitimate political actions
Expectation of Success
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Low expectation of success in using illegitimate means, unlikely that he/she will attempt to
do so
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High expectation of success polished political skills
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Factors that influence Political Behaviors
Organizational Factors
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Reallocation of resources
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Promotion opportunities
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Low Trust
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Role ambiguity
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Unclear performance evaluation system
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Zero-sum reward practices
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Democratic decision making
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High performance pressures
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Organizational Factors
Reallocation of resources
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When organizations reallocate resources, may be due to downsizing
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Threatened with loss of resources people may engage in political actions
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Organizational Factors
Promotion Opportunities
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Opportunity for advancement encourage people to compete for limited resource and
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Try to influence decision outcome
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Organizational Factors
Trust
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Less trust in the organizational system – employees are prone to exhibit high political
behaviors
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High trust suppress the level of political behavior
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Organizational Factors
Role Ambiguity
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Greater role ambiguity, more one can engage in political activity
Unclear Performance Evaluation System
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Single outcome measure
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Amount of time that elapses between action and appraisal  more the time  more
political behavior
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Zero-Sum Reward Approach
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Considers the reward “pie” as fixed
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Any gain one person achieves  at the expense of another person or a group’s share
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Organizational Factors
Democratic Decision Making
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Managers who began careers in 1950s and 1960s feels democracy in decision making leads
to sharing of their power
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Thus in a democratic system they might resort to manipulation and illegitimate means
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Organizational Factors
High Performance Pressure
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More performance pressure – for example, next month product productivity report has to
be increased more political behaviors to achieve that by any means
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Levels of Political Action in Organizations
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Impression Management (IM)
IM
IM Techniques
The process
Conformity
by which
Excuses
individuals
Apologies
attempt
Self Promotion
to control
Flattery
the
Favors
impression
Association
others form
of them
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Empowerment
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Sharing varying degrees of power with employees down the line to tap their full potential
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Is Political Action Ethical
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Is the political action motivated
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