C H A P T E R
T W E L V E
Organizational Power
and Politics
Suggested topics
Describe a time when you had to deal with
“organizational politics”.
 Describe a situation where you saw
evidence of power or influence being used
in an organization
 Describe a time when someone influenced
you to act a particular way or do a particular
thing that you would not of otherwise done.

Power
Empowerment
How to get it
How to use it
…without abusing it
Definition
A “four letter word”?
 Influence?
 Control over others?
 Being able to get things done?
 ??????

A shifting definition…
Reflects the new “reality” of organizations
 A new definition of “employee”

The Meaning of Power
Power is the capacity of a person,
team, or organization to influence
others.
– The potential to influence others
– People have power they don’t use
and may not know they possess
– Power requires one person’s
perception of dependence on another
person
Southland Times, New Zealand
Why does having power matter?
With power you can…
 Intercede favorably on behalf of someone in trouble
 Get a desirable placement for a talented subordinate
 Get approval for expenditures beyond the budget
 Get items on and off agendas
 Get fast access to decision makers
 Maintain regular, frequent contact with decision
makers
 Acquire early information about decisions and policy
shifts
The goal?
Overcome feelings of powerlessness
 Convert power effectively into interpersonal
influences in ways that avoid the abuse of
power

To empower yourself
To facilitate the empowerment
of others
Relationship Among Social Influence, Power,
and Politics
Capacity to
exert influence
Organizational
politics
Use of power for
personal interests
Power
Successful
Social influence
Unsuccessful
Power and Dependence
Person B’s
counterpowe
r over Person
A
Person
B
Person
A
Person A’s
power over
Person B
Person
B’s Goals
Types of Individual Power: A
Summary
Individual Power
Position Power
• Legitimate power
• Reward power
• Coercive power
Personal Power
• Referent power
• Expert power
Model of Power in
Organizations
Sources
Of Power
Legitimate
Reward
Coercive
Expert
Referent
Power
over Others
Contingencies
Of Power
Legitimate Power
One’s structural position
 The power a person receives as a result of
his or her position in the formal hierarchy of
an organization

The Limits of Legitimate Power
The Caine Mutiny illustrates
the limits of legitimate power
in organizations. Captain
Queeg (Humphrey Bogart,
seated left) asked his crew to
do more than they were
willing to follow, so they
staged a mutiny.
Archive Photos
Reward and Coercive Power
Power that achieves compliance based on
the ability to distribute rewards that others
view as valuable
 Coercive Power: the opposite of reward
power: the power that is based on fear of
negative results.

Sources of Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Archive Photos
Referent Power
Expert Power

Influence is based on special skills or
knowledge
Referent Power

Influence is based on possession by an
individual of desirable resources or personal
traits

The desire to please…
Information and Power

Control over information flow
– Based on legitimate power
– Relates to formal communication network
– Common in centralized structures (wheel pattern)

Coping with uncertainty
– Those who know how to cope with organizational
uncertainties gain power
» Prevention
» Forecasting
» Absorption
Contingencies of Power
Sources
Of Power
Power
over others
Contingencies
Of Power
Substitutability
Centrality
Discretion
Visibility
Increasing Nonsubstitutability
Differentiation
Controlling
Tasks
Increasing
Nonsubstitutability
Controlling
Labour
Controlling
Knowledge
Consequences of Power
Sources
of Power
Consequences
of Power
Expert
Power
Referent
Power
Legitimate
Power
Commitment
Compliance
Reward
Power
Coercive
Power
Resistance
Sexual Harassment and Power



Harasser stereotypes the victim as subservient
and powerless
Harasser threatens job security or safety
through coercive or legitimate power
Hostile work environment harassment
continues when the victim lacks power to stop
the behaviour
Office Romance and Power
Co-workers believe that employees in
relationships abuse their power to favour
each other.
 Higher risk of sexual harassment when
relationship breaks off.

Organizational Politics

Attempts to influence others using
discretionary behaviours to promote
personal objectives
– Discretionary behaviours — neither explicitly
prescribed nor prohibited

Politics may be good or bad for the
organization
Extent to Which Political Activity is Likely (range 0-3)
Organizational Politics: More Likely at
the Top
(1.22)
Political activity
is perceived to
increase at higher
organizational levels
1.3
1.2
1.1
(1.07)
1.0
.9
(.73)
.8
.7
.6
(.50)
(.54)
.5
.4
.3
(.18)
.2
.1
Production and Clerical and Technical and
Lower
Middle
Upper
blue collar
white collar professional management management management
Organizational Level
Types of Organizational
Politics
Managing
impressions
Creating
obligations
Attacking and
blaming
Types of
Organizational
Politics
Cultivating
networks
Controlling
information
Forming
coalitions
Impression management







Conformity: agreeing with another’s opinion to get their
approval
Excuses: Explanations of a predicament-creating event aimed at
minimizing the apparent severity of the predicament
Apologies: Admitting responsibility for an undesirable event and
simultaneously seeking to get a pardon for the action
Acclamations: Explanation of favourable events to maximize the
desirable implications for oneself.
Flattery: Complimenting others on their virtues in an effort to
make oneself appear perceptive and likeable
Favours: Doing something nice for someone to gain that
person’s approval
Association: Enhancing or protecting one’s image by managing
information about people and things with which one is
associated.
It was John’s
fault
You
scratch my
back…
Attacking and
blaming
I thought
you
knew…
Creating
obligations
Types of
Organizational
Politics
Cultivating
networks
Look who
I know…
Controlling
information
Forming
coalitions
We agreed
that…
Conditions for Organizational
Politics
Personal
Characteristics
Scarce
Resources
Conditions
Supporting
Organizational
Politics
Tolerance of
Politics
Complex and
Ambiguous
Decisions
Conditions for Organizational
Internal
Politics
Perceived
locus of
alternatives?
control
Personal
Characteristics
Deceit is
appropriate
Conditions
Supporting
Organizational
Politics
Tolerance of
Politics
It works here
Scarce
Resources
Zero-sum
rewards
Complex and
Ambiguous
Decisions
Democratic
decision making
Political Antics Top the “Most Unethical
List”:
Survey
Results
Potentially
Situation
Gender discrimination
in recruitment or hiring
Arrangements with vendors
leading to personal gain
Nonperformance factors
used in appraisals
Gender discrimination
in compensation
Not maintaining
confidentiality
Using discipline
inconsistently
Gender discrimination
in promotion
Sexual
harassment
Allowing differences in pay
due to friendships
Hiring, training, or promoting
based on favouritism
political
behaviours
(22.6)
(23.1)
(23.5)
(25.8)
(26.4)
(26.9)
(26.9)
(28.4)
(30.7)
(30.7)
0
5
10
15
20
25
30
35
Percentage Responding with a 4 or 5 on a five-Point Scale
Measuring Degree of Seriousness (where 5=“very great”)
Controlling Political Behaviour
Provide
Sufficient
Resources
Remove
Political Norms
Introduce
Clear Rules
Hire
Low-Politics
Employees
Free Flowing
Information
Increase
Opportunities
for Dialogue
Manage Change
Effectively
Peer Pressure
Against Politics