Organizational Behavior Chapter 10: Power and Influence (PDF)

Because learning changes everything.® CHAPTER TEN Power and Influence in the Workplace Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved...

Because learning changes everything.® CHAPTER TEN Power and Influence in the Workplace Shutterstock/photobeps and Global Connections Icon: Shutterstock/Merfin © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1. Describe the dependence model of power and the five sources of power in organizations. 2. Discuss the four contingencies of power. 3. Explain how people and work units gain power through social networks. 4. Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic. 5. Identify the organizational conditions and personal characteristics associated with organizational politics, as well as ways to minimize organizational politics. © McGraw Hill  The Meaning of Power The capacity of a person, team, or organization to influence others Potential to change attitudes and behavior (not actual attempt to change). Based on target’s perception that powerholder controls a valuable resource. Requires a minimum level of trust by both parties. Power involves unequal dependence. © McGraw Hill  Power and Dependence Access the text alternate for slide image. © McGraw Hill  Model of Power in Organizations Access the text alternate for slide image. © McGraw Hill  Legitimate Power Agreement that people in specific positions can request behaviors from others. Zone of indifference: (= the set of behaviour that individuals are willing to engage in at the other person’s request i.e how obedient they are) Deference to authority for a domain of behaviors. Several factors influence size of the zone of indifference. ( a highly trusted power holder has a higher zone of indifference) Norm of reciprocity: Obligation to reciprocate favors. Information control: People need legitimate power in order to distribute information. Generates power through gatekeeping and framing. © McGraw Hill  Expert Power Capacity to influence others by possessing knowledge or skills that they value. Problem: mindless deference to expertise. Managing uncertainties is an important form of expert power. Coping with uncertainty: Organizations operate better in predictable environments. People gain power by using their expertise to: Prevent environmental changes. Forecast environmental changes. Absorb environmental changes. © McGraw Hill  Other Sources of Power Reward power: Control rewards valued by others, remove negative sanctions. Coercive power: Ability to apply punishment. Referent power: Capacity to influence others through identification with and respect for the power holder. Associated with charisma. © McGraw Hill  Power Contingency: Nonsubstitutability Power increases with nonsubstitutability. Resource has few/no other sources. Resource has few/no substitutes. Increasing nonsubstitutability: Differentiate the resource. Control access to the resource. © McGraw Hill Artem Furman/Shutterstock  Other Contingencies of Power Centrality: Interdependence with power holder. How many and how quickly others are affected by you. Visibility: Known as holder of valued resource. Social interaction, power symbols. Discretion: Freedom to exercise judgment. Rules limit discretion. © McGraw Hill Artem Furman/Shutterstock  Power Through Social Networks Social networks: Connecting through forms of interdependence. Instrumental and expressive functions. Cultural differences, for example, Guanxi (Chinese term to describe social network). A Social capital: Sharing knowledge, opportunities, and other resources in a social network. Mutual support, trust, reciprocity, coordination to facilitate resource sharing. B Networks offer three power resources: Information (expert power). Visibility. Referent power. © McGraw Hill  Social Network Ties Strong ties: Close-knit relationships. Offer resources more quickly/plentifully, but less unique. A Weak ties: Acquaintances. Offer unique resources, but more slowly. B Many ties: Resources increase with number of ties. Information technology helps, but still a limit. © McGraw Hill  Social Network Centrality Person’s importance in a network. Three factors in centrality: 1. Betweenness: connected between others. 2. Degree centrality: number of connections. A 3. Closeness: stronger connections. Example: “A” has highest centrality due to all three B factors; “B” has lowest centrality. © McGraw Hill  Consequences of Power Effect of power depends on type of power. Type A: Feeling empowered: Perceived power over themselves and freedom from others’ influence. Higher motivation, but less mindful thinking, less empathy, more reliance on stereotypes. Type B: Power over others: Produces sense of duty/responsibility. Less stereotyping, more empathy, more mindful of how their actions affect others. © McGraw Hill  Influencing Others Any behavior that attempts to alter another person’s attitudes or behavior. Applies one or more power bases, conditional on power contingencies. Essential activity in organizations: Coordinate with others. Part of leadership definition. Everyone engages in influence. © McGraw Hill  Types of Influence 1 Silent authority. Power holder’s request or mere presence influences behavior. (typical in a high power distance culture) Legitimate power (subtle). Assertiveness. Vocal authority: Reminding, checking, bullying. Legitimate/coercive power. © McGraw Hill © Wavebreak Media/age fotostock RF  Types of Influence 2 Information control. Manipulating others’ access to information to change their attitudes/behavior. Coalition formation. Pooling members’ resources and power to influence others. Three functions: Pools power and resources. Symbolizes that issue is legitimate/important. Influence through social identity. Upward appeal. Claiming higher authority support or showing evidence of that support. (“The boss is likely to agree with me”) © McGraw Hill  Types of Influence 3 Persuasion. Logical arguments, emotional appeals. Effects of persuader, message, channel, audience. Impression management. (soft approach) Actively shaping others’ perceptions/attitudes of us. Self-presentation. Personal brand Applies impression management. Ingratiation (e.g. flatter the boss) Liking by, perceived similarity to, target person. Exchange. Exchange of resources for desired behavior. Exchange is used in negotiation, reciprocity, social networks. © McGraw Hill  Consequences of Influence 1 Access the text alternate for slide image. © McGraw Hill  Contingencies of Influence “Soft” tactics generally more acceptable than “hard” tactics. Appropriate influence tactic depends on: Influencer’s power base. Organizational position. Personal, organizational, cultural values and expectations. © McGraw Hill  Organizational Politics Using influence tactics for Minimizing org. politics: personal gain at perceived 1. Provide sufficient resources. expense of others and 2. Clarify resource allocation organization. rules. 3. Manage change effectively. Negative consequences, not 4. Discourage political behavior. beneficial. © McGraw Hill © Ferran Traite Soler/E+/Getty Images RF