Chp 4 ob-leadership and power
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Power refers to the ability to influence others and make things happen as desired. There are various sources of power within organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Empowerment involves managers helping others acquire and use power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Factors like available rewards and punishments influence political behavior. Managing politics effectively requires understanding the organizational culture, building credibility and support networks, implementing clear policies, and acting consistently with communications.
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Power and Politics in Organizational Life
1) The document summarizes a presentation on power and politics in organizational life. It discusses how power depends on accumulating influence over others to advance one's career and interests.
2) It describes different bases of power including formal power from one's position, as well as personal powers like expertise, resources, and relationships.
3) Politics in organizations involves using power to influence decisions and advantage in non-sanctioned ways. Most political actions are legitimate everyday behaviors while extreme actions risk sanctions.
W5 powe politcs and leadership
This document discusses power, leadership, and politics. It defines power as the ability to control one's environment and influence others. Leadership involves the right to provide guidance to others through influence. Power can come from formal positions within an organization or from personal characteristics. There are several types of power sources, including those that stem from expertise, relationships, control of resources, and managing critical problems. Organizational politics are influenced by factors like hierarchical structures and subjective performance standards. Leaders use various political tactics to gain and maintain power, such as developing key contacts, building relationships, and avoiding blunders that could undermine their power.
ORGANIZATIONAL POWER AND POLITICS
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
PMI Conclave - Vijaya Devi
1. The document discusses various perspectives on power dynamics in organizations, including position power, personal power, structural power, and culture power.
2. It explores theories of power such as resource dependence theory and disciplinary power, and how power can be used and developed.
3. Managing stakeholder engagement and achieving project outcomes requires understanding power dynamics and using approaches like negotiation, coalition building, and dialogue to balance interests.
ch10.ppt
This document discusses concepts of power and political behavior in organizations. It defines power as the ability to influence others, and discusses the sources of power including reward, coercive, legitimate, referent, expert, and information power. The most effective power is expert power, which transfers skills and knowledge. Political behavior refers to unofficial actions to influence others to meet personal goals. Effective political actors possess characteristics like maintaining open communication and managing resources well. The document also covers empowerment, sharing power in a way that individuals believe in their ability to do their job well.
power & politics.pptx
This document discusses power, politics, and organizational behavior. It begins by defining power as the ability to influence others and achieve goals. Several types of power are described, including reward, punishment, legitimate, expert, and referent power. The document then discusses politics and political behavior in organizations, communities, and different levels of government. It outlines factors that contribute to one's power, like building networks and managing impressions. Techniques for lobbying and political analysis are also summarized.
Management & Leadership
1. Leadership involves creating positive change through vision and strategy while empowering others and making adaptive decisions. A leader takes initiative to accomplish the company's vision and inspires others to follow.
2. Management involves controlling organizations and groups to achieve objectives by planning, organizing, and ensuring day-to-day operations are performed as expected. A manager executes tasks regularly with subordinates.
3. While managers focus on goals and processes, leaders are concerned with guiding change through vision and influencing people. Leaders align people behind a vision, whereas managers assign work to achieve goals. Both roles are important for business success.
26551074.PPT
Power and politics are an inevitable part of organizational life. Power arises from an actor's ability to realize their will even when facing resistance from others. Sources of power include legitimacy, uncertainty, and control over critical resources. Politics emerge from structural divisions, complexity, issue salience, and past history. Organizations are political arenas where resistance to change is normal. Both direct domination and softer techniques like empowerment and surveillance are used to exert influence. Decision-making is boundedly rational and influenced by biases, interests, and fluid participation. Positive uses of power involve ethical goals, understanding stakeholder views, developing influence bases, and appropriate strategies.
Power and Politics By Robbins Chapter 13 Group Presentation
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Module 07 Leadership
The document discusses theories of leadership that have evolved over time from focusing on individual traits to focusing on processes and teams. It outlines trait theory, behavioral theory, and contingency theory. It then discusses power and influence theories as well as transformational leadership. The document notes that leadership involves managing change and innovation. It contrasts management with leadership and discusses different leadership styles like autocratic, democratic, and laissez-faire. It advocates for collaborative leadership and outlines challenges and advantages. Finally, it provides tips for becoming a more effective leader through dialogue, understanding others' perspectives, and bringing new ideas.
Power and politics
Power refers to the ability to influence others and make them act according to one's wishes. Power can be positive or negative. The greater someone's dependency on another, the more power that person has over them. Leadership focuses on goal achievement through others, while power can exist at any level and be used in any direction. Power comes from both formal positions in an organization as well as personal characteristics like expertise or charisma. Creating dependency through importance, scarcity, and lack of substitutes increases one's power over others. In organizations, politics involves using power to influence decisions and behaviors for self-serving ends. Both individual factors like Machiavellianism and organizational factors like scarce resources and promotion opportunities can increase political behavior
Organizational behavior ( Power and politics )
1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
Organizational behavior Power and Politics slides pptx
This document provides an overview of power and politics in organizational behavior. It discusses key topics such as the definition of power, the bases of power including formal and personal power, dependency as the key to power, power tactics, politics in groups and organizations, and factors that influence political behaviors. The document also examines employee responses to organizational politics, impression management, and what constitutes ethical versus unethical political actions.
Lesson 8
This document discusses leadership and the traits of effective leaders. It defines leadership as inspiring confidence in others to achieve goals, and distinguishes it from management which focuses on continuous improvement. Effective leadership requires both leadership and management skills. Leaders influence others through various tactics like leading by example, assertiveness, and building relationships. Key traits of effective leaders include drive, self-confidence, trustworthiness, intelligence, humor, and emotional intelligence. During crises, strong leaders make quick decisions, remain resilient and confident, communicate well, and lead with compassion.
Chapter 5 NotesPower· Recall – leadership is the influencin.docx
Chapter 5 Notes
Power:
· Recall – leadership is the influencing process of leaders and followers.
· Power is the leader’s potential influence over followers.
· Power is the potential to influence, not the actual use of power.
· Often the perception of power influences others.
Sources of Power:
· There are two sources of power:
· Position power – derived from top management, and delegated down the chain of command, and
· Personal power – derived from the followers based on the leader’s behavior.
· Nonmanagers can have personal power but only managers can have position power.
· Successful leaders share power (empowerment) by pushing power down the chain of command.
Legitimate Power:
· Legitimate power is based on the user’s position power, given by the organization.
· Appropriate use of legitimate power:
· When asking people to do something that is within the scope of their job.
· Helpful to use the consultation influencing tactic.
· Seek and are open to input.
· Also known as participative management and empowering employees.
Legitimate Use of Rational Persuasion:
· Managers find the rational persuasion influencing tactic helpful:
· when meeting objectives through employees, or
· dealing with higher-level managers over whom they have no authority.
· Includes logical arguments with factual evidence.
· When persuading others, the ingratiation influencing tactic is helpful:
· Give praise before asking for what you want.
· Sandwich Equation: Good bad good.
Increasing Legitimate Power:
Guidelines for increasing legitimate power:
· Increase management experience,
· Could be part of the job such as team leader.
· Exercise authority regularly,
· Follow up making sure objectives are met.
· Follow rational persuasion guidelines,
· Especially when authority is questioned.
· Back up your authority with rewards and punishment.
Reward Power:
· Reward power is based on the user’s ability to influence others with something of value to them.
· A leader’s power is strong or weak based on ability to punish and reward followers.
· An important part of reward power is having control over getting and allocating resources.
Appropriate Use of Reward Power:
· Employees should be rewarded for doing a good job.
· Managers find the exchange influencing tactic helpful when dealing with others over whom they have no authority.
· Offer a reward for helping meet objective.
· Incentive can be anything of value.
Coercive Power:
· The use of coercive power involves punishment and withholding of rewards to influence compliance.
· Also called the pressure influencing tactic.
· Appropriate use of coercive power:
· Coercive power is appropriate to use in maintaining discipline and enforcing rules.
· Employees resent use of coercive power.
Increasing Coercive Power:
Guidelines for increasing coercive power:
· Gain authority to use punishment and withhold rewards,
· Don’t make rash threats,
· Do not use coercion to manipulate others or to gain personal benefits.
· Be.
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Chp 4 ob-leadership and power
- 1. Power & Politics Prof. Amit Thakkar LJIET
- 2. What is power? Power is the ability to … ▫ Get someone to do something you want done. ▫ Make things happen in the way you want “Power is the opportunity to build, to create history in a different direction." Richard Nixon 2
- 3. Sources of Power in Organizations Legitimate Power Reward Power Coercive Power Expert Power Referent Power Power over Others
- 4. Commitment Consequences of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Resistance Compliance Sources of Power Consequences of Power
- 5. Empowerment The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work. 6
- 6. Empowerment, and the way managers empower others: Power as an expanding pie. ▫ With empowerment, employees must be trained to expand their power and their new influence potential. ▫ Empowerment changes the dynamics between supervisors and subordinates. 7
- 7. The Evolution of Power: From Domination to Delegation None High DegreeofEmpowerment Domination Consultation Participation Delegation Influence Sharing Manager/leader consults followers when making decisions Power Sharing Manager/leader and followers jointly make decisions Power Distribution Followers are granted authority to make decisions Authoritarian Power Manager/leader impose decisions
- 8. Sexual Harassment and Power • Harasser stereotypes the victim as subservient and powerless • Harasser threatens job security or safety through coercive or legitimate power • Hostile work environment harassment continues when the victim lacks power to stop the behaviour
- 9. Office Romance and Power • Co-workers believe that employees in relationships abuse their power to favour each other. • Higher risk of sexual harassment when relationship breaks off.
- 11. Organizational Politics “Organizational politics involves those activities by organizations to acquire, develop, and use power and other resources to obtain one’s preferred outcomes in a situation in which there is uncertainty or dissent about choices.”
- 12. Factors Influencing Political Behaviour Political behaviour Low High Favourable outcomes • Rewards • Averted punishments
- 13. Political Tactics • Attacking or blaming others. • Creating a favorable image. • Developing a base of support. • Inspirational appeal • Consultation • Exchange • Coalition • Pressure
- 14. How do organizational politics affect managers and management? Political action in the chief executive suite. Political action and subunit power. Managers placing themselves in the positions of other persons involved in critical decisions or events. 15
- 15. Can the firm use politics strategically? Organizational governance & its implications ▫ The pattern of authority, influence, and acceptable managerial behavior established at the top of the organization. ▫ Significantly determined by the effective control of key resources by members of a dominant coalition. 16
- 16. Can the firm use politics strategically? A person’s behavior must satisfy the following criteria to be ethical: ▫ The behavior must produce the greatest good for the greatest number of people. ▫ The behavior must respect the rights of all affected parties. ▫ The behavior must respect the rules of justice. 17
- 17. Limiting the Effects of Political Behavior • Open communication • Provide Sufficient Resources • Introduce Clear Rules • Free Flowing Information • Measure performance, not personalities • Remove Political Norms • Hire Low-Politics Employees • Increase Opportunities for Dialogue • Peer Pressure Against Politics
- 18. The Bottom Line: Managing Organizational Politics Effectively Learn the Culture and the “Rules of the Game” for Success in the Organization Establish Cred- ibility and an Overall Positive Impression in the Eyes of Others in the Organization Build a Base of Support by Networking, Forming Alliances, etc., with Key Players Create and Implement Formal and Clear Policies, Procedures, etc., to Reduce Ambiguity Be Open and Visible with Employees When Dealing with Key Issues that Affect Them Act in Ways Consistent with What is Verbally Communicated to Employees (Walk the Talk) Use Defensive Behaviors as Protection Against Dirty Political Players in the Organization
- 19. 2P’s - Power & politics To direct and control behavior of organizational members to achieve organizational goals