Management and Leadership Chapter 5

1. © Hoy, 2008, © Hoy
2003
Chapter 5Chapter 5
Power and PoliticsPower and Politics
In SchoolsIn Schools

2. © Hoy, 2008, © Hoy 2003
Authority and PowerAuthority and Power
Authority is power
•Power is the ability to get others to do what you
want.
•Authority is legitimate power.
Legitimate power is more likely to promote
commitment and compliance, whereas illegitimate
power produces conflict.
Authority has THREE (3) properties:
•Willing compliance to directives
•Suspension of own decision-making criteria
•Legitimacy-power is legitimated by the norms
of the group

3. © Hoy, 2008, © Hoy 2003
Sources of Power
(French and Raven, 1968)
1. Reward Power
Administrators reward desirable behavior. The rewards
may be either explicit or implicit
2. Coercive Power
Administrators punish undesirable behavior.
3. Legitimate Power
Administrators have power of the organization.
4. Referent Power
Administrators get power from influence behaviour
based on subordinates’ liking and identification
5. Expert Power
Administrators get power from expertise, specialized
knowledge, and skill
Power
Authority

4. © Hoy, 2008, © Hoy 2003
Probable Responses to Power
Types of Power Commitment Simple Compliance Resistance
Referent XXX XX X
Expert XXX XX X
Legitimate XX XXX X
Reward XX XXX X
Coercive X XX XXX
XXX=most likely XX=less likely X=least likely

5. © Hoy, 2008, © Hoy 2003
Power vs. EmpowermentPower vs. Empowerment
Power often constrains the activities of subordinates
whereas
Empowerment typically enhances the power of
subordinates as well as superiors.
Empowerment is the process by which administrators
share power and help others use it in constructive ways
to make decisions affecting themselves and their work
(Schermerhorn, Hunt, and Osborn, 1994).

6. © Hoy, 2008, © Hoy 2003
A Critical View of PowerA Critical View of Power
Power blurs the distinction between rationality and rationalization;
Rationality is the application of evidence and reason to make
decision.
Rationalization is an attempt to make a decision appear rational.
•Power has a way of defining reality--superiors define what counts.
•Principals spin the truth to defend their decisions.
•Power trumps knowledge because rationalization masquerades as truth.
•Truth is the first casualty in a power conflict.
•Power corrupts reality.
Key Question: Does emphasis on democratic participation in schools make us
more vulnerable to manipulation? Why or why not?

7. © Hoy, 2008, © Hoy 2003
Politics is individual or group behavior that is informal,
typically divisive (causing people to be split into
groups that disagree with each others), and above all
illegitimate because decisions are made in the best
interests of individuals or groups rather than the best
interests of the organization (Mintzberg, 1983).
Coalitions are groups of individuals who bargain in an
effort to get resources distributed in their favor.
PoliticsPolitics

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Consequences of External Coalitions:
A dominated external coalitions weakens internal
coalitions.
A divided external coalition politicizes internal coalitions.
A passive external coalitions strengthens internal
coalitions, often at the level of central administration.
External CoalitionsExternal Coalitions

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Power GamePower Game
Organizational Members Have Three ChoicesOrganizational Members Have Three Choices
1. Leave the organization-----Exit
2. Stay and be a player--------Voice
3. Stay and be a soldier------- Be Loyal
Most members either stay and play or become loyal “soldiers.”

10. © Hoy, 2008, © Hoy 2003
Political TacticsPolitical Tactics
Political Tactic Purpose
1. Ingratiating Gain favors by doing favors
2. Networking Influential Gain influence by courting
3. Managing Information Manipulate information to your advantage
4. Managing Impressions Create a positive imagine by appearance
5. Coalition Building Band together with others to achieve goals
6. Scape-goating Shift the blame to others for bad outcomes
7. Increasing Indispensability Make yourself indispensable
8. Spinning the Truth Put the best face on the facts

11. © Hoy, 2008, © Hoy 2003
Political GamesPolitical Games
Political games are played:
To sustain power
To maintain power
To enhance power.
Goals of Political Games:
To resist authority
To counter resistance to authority
To build a power base
To defeat opponents
To change the organization

12. © Hoy, 2008, © Hoy 2003
Conflict Management
There is no one best way to manage conflict; “itThere is no one best way to manage conflict; “it
depends” on the situation.depends” on the situation.
Match the appropriate “conflict resolution style” withMatch the appropriate “conflict resolution style” with
the situation.the situation.

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Conflict Management Styles:
A Contingency Approach
(Thomas, 1976)
Competing Collaborating
Compromising
Avoiding Accommodating
Assertive (expressing opinions or desires strongly)
Unassertive
Attempting to
Satisfy
Organizational
Needs
Attempting to Satisfy
The Needs of Individual
Uncooperative Cooperative

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Matching Conflict Management
Style with the Situation
Management Style
Competing
Collaborating
Compromising
Avoiding
Accommodating
Situation
When quick, decisive actions are necessary-
e. g. emergencies
When both sets of goal so important that
compromise is inadequate-- “Win, Win”
Both sides must Win.
When the objectives are important but not
worth the potential disruption.
To let the situation cool down, when more
information is essential, when the problem is
merely a symptom.
When you have made a mistake, to build good
will, when harmony is important.

15. © Hoy, 2008,
Describe the people in your school who
have power. What is the source of their
power? Who are the individuals who
have informal power? Why do they have
such power? How do the power holders
relate to each other?