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power and politics ppt.ppt leadership and Power
- 1. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Chapter 7 Power and Politics
- 2. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Power and Politics • What is power? • How does one get it? • What does it mean to empower employees? • How can we be effective at office politics? Questions for Consideration Questions for Consideration
- 3. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Power and Politics • Power – A capacity that A has to influence the behaviour 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 • Politics – Behaviour to influence or attempt to influence the distribution of advantages and disadvantages within the organization.
- 4. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Leadership • Requires goal agreement • Focuses on downward influence • Minimizes importance of lateral and upward influence • Leadership research focuses on answers Power • Does not require goal acceptance • Focuses on intimidation • Maximizes importance of lateral and upward influence • Power focuses on tactics for gaining compliance Leadership and Power
- 5. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Measuring Bases of Power • Coercive power – The person can make things difficult for people, and you want to avoid getting him or her angry. • Power that is based on fear. • Reward power – The person is able to give special benefits or rewards to people, and you find it advantageous to trade favors with him or her. • Legitimate power – The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests.
- 6. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Measuring Bases of Power • Expert power – The person has the experience and knowledge to earn your respect, and you defer to his or her judgment in some matters. • Referent power – You like the person and enjoy doing things for him or her.
- 7. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Evaluating the Bases of Power • Coercive power tends to result in negative performance responses from individuals, decreases satisfaction, increases mistrust, and creates fear. • Legitimate power does not have a negative effect, but does not generally stimulate employees to improve their attitudes or performance, and it does not generally result in increased commitment. • Reward power may improve performance in a variety of situations if the rewards are consistent with what the individuals want as rewards. • Expert power relies on trust that all relevant information is given out honestly and completely.
- 8. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Leaders’ Use of Power • The least effective power bases are the ones most likely to be used by managers – Coercive, legitimate, and reward – Easiest to implement • Effective leaders use referent and/or expert power
- 9. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Dependency: Key to Power • Importance – The things you control must be important • Scarcity – A resource must be perceived as scarce • Non-substitutability – The resource cannot be substituted with something else
- 10. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Increasing Dependency • To increase the dependency of others on you, you need to – Control things viewed as important – The resources must be viewed as scarce – The resource must have few or no substitutes (nonsubstitutability)
- 11. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. When Managers Influenced Superiors* When Managers Influenced Subordinates Reason Coalition Friendliness Bargaining Assertiveness Higher authority Reason Assertiveness Friendliness Coalition Bargaining Higher authority Sanctions Most Popular Least Popular *The dimension of sanctions is omitted in the scale that measures upward influence. Popularity of Power Tactics: From Most to Least Popular
- 12. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Empowerment: Giving Power to Employees • The freedom and the ability of employees to make decisions and commitments • Managers disagree over definition of empowerment – Empowerment as delegating decision making within a set of clear boundaries versus – Empowerment as “a process of risk taking and personal growth”
- 13. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Conditions for True Empowerment • Clear definition of the values and mission of the company • Company must help employees acquire the relevant skills • Employees need to be supported in their decision making, and not criticized when they try to do something extraordinary • Employees need to be recognized for their efforts
- 14. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Characteristics of Empowered People • Sense of self-determination – Employees are free to choose how to do their work; They are not micromanaged • Sense of meaning – Employees feel that their work is important to them; They care about what they are doing • Sense of competence – Employees are confident about their ability to do their work well; They know they can perform • Sense of impact – Employees people believe they can have influence on their work unit; Others listen to their ideas
- 15. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Coalitions • Two or more individuals who combine their power to push for or support their demands • Predictions about coalition formation – Coalitions seek to maximize their size – Coalitions more likely to be created when there is greater task and resource dependence – Coalitions more likely when tasks are routine
- 16. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Sexual Harassment • The Supreme Court of Canada defines sexual harassment as – Unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job- related consequences for the employee
- 17. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Examples of Sexual Harassment • Disagreement as to what specifically constitutes sexual harassment • Includes – Unwanted physical touching – Recurring requests for dates when it is made clear the person isn’t interested – Coercive threats that a person will lose her or his job if she or he refuses a sexual proposition
- 18. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Examples of Sexual Harassment • More subtle forms (harder to interpret) – Unwanted looks or comments – Off-colour jokes – Sexual artifacts such as nude calendars in the workplace – Sexual innuendo – Misinterpretations of where the line between “being friendly” ends and “harassment” begins
- 19. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Political Behaviour • Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. – Legitimate: normal everyday behaviour – Illegitimate: extreme political behaviours that violate the implied rules of the game
- 20. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Why Do We Get Politics? • Organizations are made up of groups and individuals who have differing values, goals and interests • Resources in organizations are limited • Performance outcomes are not completely clear and objective
- 21. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Factors Influencing Political Behaviour Political behaviour Low High Individual factors • High self-monitors • Internal locus of control • High Mach • Organizational investment • Perceived job alternatives • Expectations of success Organizational factors • Reallocation of resources • Promotion opportunities • Low trust • Role ambiguity • Unclear performance evaluation system • Zero-sum reward practices • Democratic decision making • High performance pressures • Self-serving senior managers Favourable outcomes • Rewards • Averted punishments
- 22. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. What Individual Factors Contribute to Politics? • High self-monitors • Internal locus of control • High mach • Organizational investment • Perceived job alternatives • Expectations of success
- 23. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. What Organizational Factors Contribute to Politics? • Reallocation of rewards • Promotion opportunities • Low trust • Role ambiguity • Unclear performance evaluation system • Zero-sum reward practices • Democratic decision-making • High performance pressure • Self-serving senior managers
- 24. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Types of Political Activity • Attacking or blaming others • Controlling information • Forming coalitions • Networking • Creating obligations • Managing impressions
- 25. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Impression Management • The process by which individuals attempt to control the impression others form of them • More likely used by high self-monitors than low self-monitors – High self-monitors try to read the situation
- 26. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Impression Management (IM) Techniques • Conformity – Agreeing with someone else’s opinion in order to gain his or her 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 favorable events to maximize the desirable implications for oneself. • Flattery – Complimenting others about their virtues in an effort to make oneself appear perceptive and likable. • 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.
- 27. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Summary and Implications • Power is a two-way street. • Few employees relish being powerless in their jobs and organization. • People respond differently to various power bases. – Employees working under coercive managers are unlikely to be committed, – and more likely to resist the manager. • Expert power is the most strongly and consistently related to effective employee performance.
- 28. Chapter 7, StephenP. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc. Summary and Implications • The power of the manager may also play a role in determining job satisfaction. • The effective manager accepts the political nature of organizations. • The more political that employees perceive an organization, the lower their satisfaction.
Editor's Notes
- #3 Material pertinent to this discussion is found on pages 256.
- #4 Material pertinent to this discussion is found on pages 256-257. Leadership and power as two concepts are closely intertwined. Leaders use power as a means of attaining group goals. Leaders achieve goals, and power is a means of facilitating their achievement. One difference relates to goal acceptance; power does not require that individuals accept the goals of the person in power, only dependence on that person. Leadership requires some congruence between the goals of the leader and the led. Another difference is the direction of influence. Leadership focuses on downward influence over one's subordinates, while power does not. Power can be used laterally, upwardly, and by groups as well as individuals.
- #5 Material pertinent to this illustration is found on pages 257-258. Does a person have one or more of the five bases of power? Affirmative responses to the slide’s questions can answer this question.
- #6 Material pertinent to this illustration is found on pages 259-260.
- #7 Material pertinent to this discussion is found on pages 260-261.
- #8 Material pertinent to this discussion is found on pages 260-261.
- #9 Material pertinent to this discussion is found on pages 261-263. When you possess anything that others require but that you alone control, you make them dependant upon you and you gain power over them. Dependency is inversely proportional to the alternative sources of supply. If something is plentiful, possession of it will not increase your power.
- #10 Material pertinent to this discussion is found on pages 261-263. Dependency is increased when the resource you control is: (1) Important - if nobody wants what you've got, it is not going to create dependence (2) Scarce - perception is important, it must be perceived as scarce to create dependency (3) Non-substitutable - the more that a resource has no viable substitutes, the more power that control over that resource provides.
- #11 Material pertinent to this illustration is found on pages 263-265. •Reason: Use of facts and data to make a logical or rational presentation of ideas •Friendliness: Use of flattery, creation of goodwill, acting humble, and being friendly prior to making a request •Coalition: Getting the support of other people in the organization to back up the request •Bargaining: Use of negotiation through the exchange of benefits or favours •Assertiveness: Use of a direct and forceful approach such as demanding compliance with requests, repeating reminders, ordering individuals to do what is asked, and pointing out that rules require compliance •Higher authority: Gaining the support of higher levels in the organization to back up requests •Sanctions: Use of organizationally derived rewards and punishments such as preventing or promising a salary increase, threatening to give an unsatisfactory performance evaluation, or withholding a promotion
- #12 Material pertinent to this discussion is found on pages 265. View 1: Empowerment start sat the top, with specific goals and task assigned, responsibility delegated, and people be held accountable for their results. View 2: Empowerment starts at the bottom, considering the employees needs, showing them what empowered behaviour looks like, building teams, encouraging risk taking, and demonstrating trust in employee’s ability to perform. The concept of empowerment has caused much cynicism in many workplaces. Employees are told that they are empowered, and yet they do not feel that they have the authority to act, or feel that their manager still micro-manages their performance.
- #13 Material pertinent to this discussion is found on page 268.
- #14 Material pertinent to this discussion is found on page 269.
- #15 Material pertinent to this discussion is found on pages 270-271. There is strength in numbers. Those “out of power” and seeking to be “in” will first try to increase their power individually, but if unsuccessful may form a coalition. The labour movement is an example of coalition formation. Three predictions were presented about coalitions: they will seek to maximize their size, more coalitions will likely be created where there is a great deal of task and resource interdependence, coalition formation will be influenced by the tasks, so the more routine the task, the greater the likelihood of coalition formation.
- #16 Material pertinent to this discussion is found on page 271. People who engage in sexual harassment in the workplace are typically abusing their power position. The issue of sexual harassment has received increasing attention by corporations and the media because of the growing ranks of female employees, especially in non-traditional work environments, and a number of high-profile cases.
- #17 Material pertinent to this discussion is found on pages 271-272.
- #18 Material pertinent to this discussion is found on pages 271-272.
- #19 Material pertinent to this discussion is found on pages 272-274.
- #20 Material pertinent to this discussion is found on pages 274-275. Organizations are made up of individuals and groups with different values, goals, and interests. This creates the potential for conflict over resources, which are limited, and this turns potential conflict into real conflict. Gains by one individual or group are often perceived as being at the expense of others within the organization. These forces create competition among members for the organization's limited resources.
- #21 Material pertinent to this illustration is found on pages 275-277.
- #22 Material pertinent to this discussion is found on pages 275-276.
- #23 Material pertinent to this discussion is found on pages 276-278.
- #24 Material pertinent to this discussion is found on pages 278-279.
- #25 Material pertinent to this discussion is found on pages 279-280.
- #26 Material pertinent to this illustration is found on pages 279-280.
- #27 Material pertinent to this discussion is found on pages 282-283.
- #28 Material pertinent to this discussion is found on pages 282-283.