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34 Cards in this Set
- Front
- Back
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Power
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Capacity of A has to influence B so B acts in accordance with A's wishes
it is a capacity or a potential based on B's dependency of A RELATIONAL NOT AN ATTRIBUTE a process between two parties something you exercise - over whom in what situation |
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Leadership vs. Power
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Leadership requires congruency between goals of leader and goals of the group
Power does not require goal compatibility, merely dependence Leadership focuses on downward influence on followers Power can be enforced laterally, upward, and downward Leadership = style power = tactics for gaining compliance |
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Bases of power
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Formal
-coerce -reward -legitimate Personal -expert -referent |
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Formal power
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Comes from the ability to coerce and reward or from formal authority
based on individuals position in an organization coerce power: controlling of basic psychological or safety needs reward power: people comply because positive benefits legit: formal authority to control and use organization's resources based on structural position in org, member's must accept authority |
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Personal power
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comes from unique characteristics
expert: more specialized jobs depend on experts (doctors, accountants, economists) referent: based on identification with a person who has desirable resources or personal traits - you respect them and want to please them - why endorsements exist most effective source of power because related to employee satisfaction with supervision, commitment, and performance |
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Power tactics
CRIPPICEL |
1. legitimacy*
2. coalitions* 3. inspirational 4. personal appeals 5. consultation 6. rational persuasion 7. ingratiation 8. pressure* 9. Exchange* most effective: consultation, rational persuasion, and inspirational appeals |
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Upward influence power tactics
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rational persuasion
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Downward influence power tactics
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rational persuasion
inspirational appeals pressure consultation ingratiation exchange legitimacy |
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Lateral influence power tactics
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rational persuasion
consultation ingratiation exchange legitimacy personal appeals* coalitions* |
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Reactions to power tactics
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factors that affect effectiveness of influence include sequencing tacts (soft to hard), a person's skill in using that tactic, and organizational culture (fit into culture more influence, extraverts and highly conscientious ppl = more influence)
people more likely to comply with hard tactics if extrinsically motivated, action oriented, and more focused on getting along with others people more likely to comply with soft tactics if they are intrinsically motivated, reflective, have high self esteem, and have a greater desire for control soft tactics: creativity of response hard tactics: agree or resist |
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Political skill
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Ability to influence people to enhance their own objectives
more effective at using all influence tactics and can do so without people detecting it more effective when stakes are high (when an individual is accountable for the outcomes) |
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Politics
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when employees in organizations convert their power into action
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organizational politics
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the use of power to affect decision making in an organization or on self serving and organizationally unsanctioned behaviors
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political behavior
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activities that are not required as part of an individuals formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization
attempts to influence goals, criteria, or processes used for decision making |
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Legitimate political behavior
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normal everyday politics - complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies, developing contacts outside the org
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illegitimate political behavior
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violates the implied rules of the game
sabotage, whistle blowing, symbolic protests pose real risk of losing organizational membership or incurring extreme sanctions |
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factors leading to political behavior
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- limited resources (budgets, space, salary)
- ambiguity surrounding performance, improvement, job requirements |
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politicking
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occurs because most decisions have to be made in the climate of ambiguity (subjective facts up to interpretation) so people taint the facts so that they support their goals and interests
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organization without politicking?
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- everyone had same goals
- unlimited resources (not scarce) - performance outcomes = clear and objective |
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Factors contributing to political behavior
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-individual
-organizational -cultural |
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Individual factors that lead to political behavior
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Personality traits - high self monitors, machiavellian, desire for power
high commitment to organization lots of alternatives high expectations of success of illegitimate means |
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Organizational factors that lead to political behavior
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-resources declining from downsizing
-opportunities for promotions -culture of low trust, role ambiguity, unclear performance evaluation, zero-sum reward allocation practices (fixed pie), democratic decision making, high pressures for performance, self serving senior management |
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How do people respond to fixed politics
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decrease job satisfaction
increase job anxiety and stress (pressure to also politick) people quitting demotivation (unfair environment why try?) |
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Performance and politics
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when understanding of why things are happening (decision making process) is high and when politics are high then performance is likely to increase because individual sees politicking as an opportunity
when understanding is low and politics are high then performance will decrease because people will seek politcking as a threat |
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Defense behaviors
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when people see politics as a threat they behave this way
reactive and protective behaviors to avoid action, blame, or change associated with negative feeling about work environment short term: protects their interest long run: wears them down causes loss of trust avoiding action avoiding blame avoiding change |
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Avoiding action
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overconforming to regulations
buck passing (transfer responsibility) playing dumb stretching out a task stalling (appear supportive publicly but not doing anything privately) |
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Avoiding blame
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buffing (document your activities covering your ass)
playing safe (take on projects with high success possibility, risk averse, neutral positions) justifying scapegoating (blame on external factors) misrepresenting (filtering) |
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Avoiding change
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prevention (of change)
self-protection (protect self interest during change by guarding info and other resources) |
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Impression management
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process by which individuals attempt to control the impression others form of them by molding your behavior and appearance to fit each situation
specific type of political behavior designed to alter other's immediate perceptions of us; effectiveness depends on setting (ex. self promo works better in interview rather than for performance evaluation in which ingratiation works the best) more likely to occur in uncertainty and ambiguity so not enough info to challenge fraudulent claim - reduces risk individuals who work far from supervisors = more IM works best in interviews and performance evaluations |
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Impression Management Techniques
FEE FACES |
Conformity (agreeing for approval - ingratiation)
Favors (ingratiation) Excuses (defensive, minimize apparent severity of problem) Apologies (admit responsibility and ask for forgiveness) Self promotion (brag about achievements) Enhancement (claiming something you did is more valuable than what other people have done) Flattering (assertive) Exemplification (show how dedicated you are) |
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Dependency theory
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amount of power is determined by how dependent B is on A for the thing A controls
what alternatives does B have? how valuable is the thing A controls? How easy is it for B to get what A controls elsewhere? what importance does B put on the alternatives low alternatives high value of what A controls high dependency |
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Critique of Dependency theory
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Power relations are constantly changing
decrease dependency by: - find alternatives - lower your valuation of what A controls - reveal your dependency - collective action - reconsider your dependency |
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Bases / Sources of Power
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- perception of the power / person in power
- depends on situations - sophistication, judgement, and skill at using tactics - using multiple tactics |
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Most effective tactics
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1. soft then hard
2. hard then soft 3. multiple soft 4. multiple hard |
