Power and Influence in the Workplace

Power and Influence in the

Workplace

Chapter 10

10-2Copyright © 2013 McGraw-Hill Australia Pty LtdMcShane, Olekalns, Travaglione, Organisational Behaviour, 4e

Learning Objectives 10.1 Describe the dependence model of power and

describe the five sources of power in organisations

10.2 Discuss the four contingencies of power

10.3 Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic

10.4 Explain how people and work units gain power through social networks

10.5 Identify the organisational conditions and personal characteristics that support organisational politics, as well as ways to minimise organisational politics


Managing Your Manager

Managing your boss is the process of improving the relationship with your manager for the benefit of both of you and the organisation.

It includes developing bases of power that enable you to influence the manager and thereby achieve organisational objectives


The Meaning of Power

Power is the capacity of a person, team or organisation to influence others

– Potential, not actual use

– People have power they don’t use and they may not know they possess it

– A perception


Power and Dependence

Resource desired by Person B

Resource desired by Person B

Person B’s countervailing

power over Person A

Person APerson A Person A’s control of

resource valued by Person B

Person BPerson B

Person A’s power over Person B


Model of Power in Organisations


Sources of Power• Agreement that people in

certain roles can request certain behaviours of others

• Based on job descriptions and mutual agreement

• Legitimate power range (zone of indifference) varies across national and organisational cultures

Legitimate


Sources of Power continued

• Ability to control the allocation of rewards valued by others and to remove negative sanctions

• Operates upward as well as downward

Legitimate

Reward



• Ability to apply punishment

• Exists upward as well as downward

• Peer pressure is a form of coercive power

Legitimate

Reward

Coercive



• The capacity to influence others by possessing knowledge or skills that they value

• More employee expert power over companies in knowledge economy

Legitimate

Reward

Coercive

Expert



• Occurs when others identify with, like or otherwise respect the person

• Associated with charismatic leadership

Legitimate

Referent

Reward

Coercive

Expert


DeCourcy’s Trendspotting Power

Colleen DeCourcy has developed a reputation as a trendspotter, giving her considerable information power in the advertising industry. ‘Her knowledge of the digital landscape, grounded in creativity, makes her an invaluable addition to TBWA’, says DeCourcy’s boss.


Information and Power• Control over information

flow– Based on legitimate power– Relates to formal

communication network

• Coping with uncertainty – More power to those who

can help firms cope with uncertainty Prevention Forecasting Absorption


Power Through Control of Information Flow


Contingencies of Power


Increasing Non-substitutability• Few or no alternatives to the resource• Increase non-substitutability by controlling

the resource– Exclusive right to perform medical procedures– Control over skilled labour– Exclusive knowledge to repair equipment

• Differentiate resource from others


Centrality• Degree and nature of interdependence

between powerholder and others• Centrality is a function of:

– How many others are affected by you– How quickly others are affected by you


Discretion and Visibility• Discretion

– The freedom to exercise judgment– Rules limit discretion, limit power– Also a perception—acting as if you have discretion

• Visibility– Symbols communicate your power source(s)

Educational diplomas Clothing, etc. (stethoscope around neck)

– Salience Location—others are more aware of your

presence


Influencing Others• Influence—any behaviour that attempts to

alter someone’s attitudes or behaviour– Applies one or more power bases– Process through which people achieve

organisational objectives – Operates up, down and across the organisational

hierarchy


Assertiveness • Actively applying legitimate and coercive power (‘vocal authority’)

• Reminding, confronting, checking, threatening

Silent authority

• Following requests without overt influence

• Based on legitimate power, role modelling

• Common in high power distance cultures

Types of Influence


Types of Influence continued



Upward appeal

• Appealing to higher authority

• Includes appealing to firm’s goals

• Alliance or perceived alliance with higher status person

Persuasion • Logic, facts, emotional appeals

• Depends on persuader, message content, message medium, audience



Exchange • Promising or reminding of past benefits in exchange for compliance

• Includes negotiation and networking

Ingratiation/ impression

management

• Increase liking by, or perceived similarity to, the target person


Consequences of Influence Tactics

people oppose the behaviour desired by the influencer

motivated by external sources (rewards) to implement request

identify with and highly motivated to implement request

Resistance Compliance Commitment


Consequences of Influence Tactics continued


Contingencies of Influence Tactics• ‘Soft’ tactics generally more acceptable than

‘hard’ tactics• Appropriate influence tactic depends on:

– Influencer’s power base– Organisational position – Cultural values and expectations


Power and Influence ThroughSocial Networks• Cultivating social relationships with others to

accomplish one’s goals• Social networks are important foundations of

power for individuals and companies apply social network analysis tools to discover who has this power

• There are cultural differences in the norms of active network involvement


Social Capital and Sources of Power • Social networks generate power through

social capital: the goodwill and resulting resources shared among members in a social network

• Social networks can increase:– Expert power (gaining knowledge from others)– Visibility – Referent power


Understanding Networks• Networks benefit individuals through access,

timing and referrals


Strong Ties, Weak Ties, Many Ties • Breadth: number/diversity of people in

network• Depth: frequency of interaction, strength of

attachment, members serve more than one function

• Centrality: position within the network


Network Centrality• Person’s importance in a network• Three factors in centrality:

– Shortest path between others: you control interactions of others

– Direct access to others: less dependence on others for connections

– Number of people connected to you: more social capital resources

• Example: A has highest network centrality due to all three factors; B has lowest centrality


Building and Maintaining Networks • We often build networks according to self-

similarity and proximity • However, it is more effective to build

networks according to shared activities and apply strategic considerations (access to additional networks, key persons etc.)

• We also need to consider the dark side of our networks and how inclusive or unfairly exclusive they are


Organisational Politics• Behaviours that others perceive as self-

serving tactics for personal gain at the expense of other people and possibly the organisation


Conditionssupporting

organisational politics

Scarceresources

Complex andambiguousdecisions

Tolerance of politics

Organisationalchange

Conditions for Organisational Politics


Minimising Political Behaviour• Introduce clear rules for scarce resources• Effective organisational change practices• Suppress norms that support or tolerate self-

serving behaviour• Leaders role model organisational citizenship• Give employees more control over their work• Keep employees informed


Summary • Power is the capacity to influence others and

it can be based on five sources of power with four contingencies

• People can also gain power through social networks creating social capital

• There are eight types of influences tactics, with soft ones more likely to result in commitment

• Power is potential, influence is actual and politics is a perception

Power and influence in the

workplace

Chapter 10

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Power and Influence in the Workplace