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Political Behavior
Learning Objectives Define power, and contrast leadership and power.
Contrast the five bases of power.
Identify 9 power or influence tactics and their contingencies.
Show the connection between sexual harassment and the abuse
of power.
Distinguish between legitimate & illegitimate political behavior.
Identify the causes and consequences of political behavior.
Apply impression management techniques.
Determine whether a political action is ethical.
Show the influence of culture on the uses & perception of politics.
Concept of Power
Power - the potential/ability to influence another
person or group. Function of dependence
Influence - the process/exercise of power to
change/affect the thoughts, behavior, and feelings
of another person
Authority - the right to influence another person
Goal compatibility
Power does not require goal compatibility, merely dependence.
The direction of influence
Leadership focuses on the downward influence on ones followers.
Concept of Power
Zone of Indifference - the range in which
attempts to influence a person will be perceived as
legitimate & will be acted on without a great deal of
thought
Zone of Indifference
Expert Power!
Strong relationship to performance & satisfaction
Transfers vital skills, abilities, and knowledge
Information Power
access to and control over important
information
Formal/informal position in communication
network
Interpreting information when passing it on (the
spin)
Can flow upward, downward, and laterally
Information Power -
orientation
Focus on needs and interests of others
Belief in the
authority system
Altruism
Photos courtesy of Clips Online 2008 Microsoft Corporation
Preference for
work & discipline
Belief in justice
Types of Membership
Alienative
Calculative
Coercive
Utilitarian
Normative
SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), 59-61.
Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J.
Moral
Staff Professionals
Resistance to change
Turf protection
Managers
First-line Supervisors
Time
To whom do you
have access?
Furnishings
Size of desk
Rectangular
table
Locked file
cabinet
Important
Scarce
Nonsubstitutable
Power Tactics
Power Tactics
Legitimacy
Rational persuasion*
Inspirational appeals*
Consultation*
Exchange
Personal appeals
Ingratiation
Pressure
Coalitions
* Most effective
(Pressure is the least effective)
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
EEXXHHIIBBIITT13-2
13-2
Sequencing of tactics
EEXXHHIIBBIITT13-3
13-3
EEXXHHIIBBIITT13-4
13-4
Defensive Behaviors
Employees who perceive politics as a threat have
defensive reactions
May be helpful in the short run, dangerous in the long
run
Types of defensive behaviors
Avoiding Action
Over-conforming, buck passing, playing dumb, stalling
Avoiding Blame
Bluffing, playing safe, justifying, scapegoating
Avoiding Change
Prevention, self-protection
Conformity
Excuses
Apologies
Self-Promotion
Flattery
Favors
Enhancement
Source: Based on B. R. Schlenker, Impression Management (Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, Impression
Management in Organizations, Journal of Management, June 1988, p. 332; and R. B. Cialdini, Indirect Tactics of Image Management Beyond Basking,
in R. A. Giacalone and P. Rosenfeld (eds.), Impression Management in the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 4571.
IM Effectiveness
Job Interview Success
Performance Evaluations
politicking
Three questions help:
1.
2.
3.
more.
Expert and referent power are far more effective
than is coercion.
organizations.
Political astuteness and IM can result in higher
evaluations, salary increases, and promotions.