Unit 3.5 Power and Politics

Chapter 10
Power and Politics
1
Outline
• Defining power and politics
• Comparison between power and
politics
• Power Tactics
• Causes and consequences of political
behavior
• Outcomes of effect power and politics.
2
Power and Politics
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
B’s relationship to A when A possesses
something that B requires.
The greater B’s dependence on A, the
greater A’s power in the relationship.
3
Contrasting Leadership and Power
• Leadership • Power
– Focuses on goal – Used as a means for
achievement. achieving goals.
– Requires goal – Requires follower
compatibility with dependency.
followers. – Used to gain lateral and
– Focuses influence upward influence.
downward.
• Research Focus • Research Focus
– Leadership styles and – Power tactics for
relationships with gaining compliance.
followers.
4
Bases of Power: Formal Power
1. Formal Power
Is established by an individual’s position in an
organization; it can come from the ability to
coerce or reward, from formal authority, or from
the control of information.
Coercive Power
A power base dependent on fear.
It refers to the power to dismiss, suspend,
demote people, or control information.
Reward Power
Compliance achieved based on the ability to
distribute rewards that others view as valuable.
5
Bases of Power: Formal Power (cont’d)
Legitimate Power
The power a person receives as a result of his or
her position in the formal hierarchy of an
organization.
Formal authority to control and use
organizational resources.
Includes members’ acceptance of the authority
of a person.
6
Bases of Power: personal power (cont.)
Personal power:
Comes from an individual’s unique
characteristics.
Expert Power
Influence based on special skills or knowledge.
Referent Power
Influence is based on the possession by an
individual of desirable resources or personal
traits.
If I like, respect, and admire you, you can 7
Bases of Power: personal power (cont.)
Referent Power
Is based on identification with a person
who has desirable resources or personal
traits.
Develops out of admiration of another
and a desire to be like that person.
8
Power Tactics
Influence
InfluenceTactics:
Tactics:
••Legitimacy
Legitimacy
Power
Tactics ••Rational
Rational persuasion
persuasion
Ways in ••Inspirational
Inspirational appeals
appeals
which ••Consultation
Consultation
individual
s ••Exchange
Exchange
translate ••Personal
Personal appeals
appeals
power
••Ingratiation
Ingratiation
bases
into ••Pressure
Pressure
specific ••Coalitions
actions. Coalitions
9
10
Preferred Power Tactics by
Influence Direction
Upward Influence Downward Influence Lateral Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
11
Preferred Power Tactics
• Begin with softer tactics (personal appeals,

inspirational appeals, rational persuasion,
consultation)-personal power.
• If these fail, use harder tactics (exchange,

coalitions, pressure)- formal power – involve
great cost and risk).
12
Organizational Politics
• People want to get something, especially a
work position, from which he/she will be able
to exert influence, get rewards, and advance
their careers.
• When employees in an organization convert
their power into action. We describe them as
being engaged in politics.
• Focuses on the use of power to affect
decision-making in an organization or on self-
serving and organizationally unsanctioned
behavior.
13
Politics: Power in Action
Political Behavior
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 or disadvantages within the
organization.
It includes efforts to influence the goals, criteria,
or processes used for decision-making.
e.g. whistle blowing

Spreading rumors, leaking confidential
information to the media, joining a coalition, etc.
14
Causes and
consequences of political
behavior
15
Factors That Influence Political Behaviors
16
• The more a person expects increased
future benefits from the organization-the
less likely he is to use illegitimate means.
• The more alternative job alternatives an
individual has-due to a favorable job
market, or possession of scarce skills,
knowledge, a prominent reputation, or
influential contact outside the
organization-the more likely that person to
use illegitimate actions.
• Individuals with low expectations of
success from illegitimate means is unlikely
to use them.
17
Employee Responses to Organizational
Politics
18

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Chapter 10

Power and Politics

• Begin with softer tactics (personal appeals,

• If these fail, use harder tactics (exchange,

e.g. whistle blowing

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