1) Power refers to one's ability to influence another person to act according to their wishes. There are two main sources of power: formal power derived from one's position in an organization, and personal power stemming from individual characteristics. 2) Formal power includes coercive, reward, legitimate, and information power. Personal power encompasses expert, referent, and charismatic power. 3) The greater someone's dependency on another, the more power that person has. Dependency increases when a resource is important, scarce, and non-substitutable.

1. Organizational Behavior
Session 24

2. Power and politics

3. Definition
 Power refers to a capacity that A has to
influence the behavior of B, so that B acts in
accordance with A’s wishes.
 Sources of power: formal power and personal
power.

4. Formal power
Formal power is based on an individual’s
position in an organization.
 Coercive power: based on fear;
 Reward power: gaining positive benefits;
 Legitimate power: represent formal authority;
coercive, reward, and acceptance
 Information power: access to and control over
information.

5. Personal power
Power that comes from an individual’s unique
characteristics.
 Expert power: as a result of expertise, special skills
or knowledge
 Referent power: based on identification with a
person who has desirable resources or personal
traits.
 Charismatic power: an extension of referent power;
based on an individual’s personality and
interpersonal style.

6. Dependency and power
 The greater B’s dependency on A, the
greater the power A has over B.
 Dependency is increased when the resource
you control is important, scare and non-
substitutable.

7. Sources of dependency
 Importance: the thing (s) one controls must be
perceived as being important. In organizations,
those individuals or departments who have
important functions have great power.
 Scarcity: A resource needs to be perceived as
scarce to create dependency. Having scarce
knowledge increases one’s power.
 Non-substitutability: the more that a resource has
no viable substitutes, the more power is provided by
having control over that resource.

8. Power tactics
 Power tactics refer to ways by which
individuals try to get what they want by
gaining power.
 Research has identified several tactical
strategies in business contexts.

9. Power tactics (continued)
 Reason: Use of facts and data to make a logical or rational presentation of ideas.
 Friendliness: Acting humble and being friendly prior to making a request.
 Coalition: Getting the support of other organization members to back up the request.
 Bargaining (ingratiation): Use of negotiation through the exchange of benefits or
favors.
 Assertiveness: Using direct and forceful approach.
 Higher authority (networking): Getting the support of higher levels.
 Sanctions: Use of organizationally derived rewards and punishments.
 Information management: Controlling and skillfully releasing critical information.
 Impression management: Creating a favorable image and impression of being
important. People may use this tactic to build an image as knowledgeable, articulate,
sensible, sensitive, and socially adept.

10. popularity of tactics (kipnis, et al., 1984)
Most popular Managers for Managers for
superiors subordinates
reason reason
coalition assertiveness
friendliness friendliness
bargaining coalition
assertiveness bargaining
higher authority high authority
sanctions
Least popular

11. Ethics and power tactics (continued)
Robins has suggested that a political tactic must be
chosen after answering to the following questions:
 Is the political action motivated by self-serving interests
to the exclusion of the organization’s goals?
 Does the political action respect the right of the individual
affected?
 Is the political activity fair and equitable?

12. Ethics and power tactics (continued)
Some other important questions based on Sauser’s (2005)
business ethics model:
 Does the power tactic violate the law?
 Does the power tactic violate your professional ethical
codes?
 Does the power tactic violate your organization ethical
codes?
 Does the power tactic violate societal values and norms?
 Does the power tactic violate your conscious and
internalized standards?

13. Reading
 Please read page 394 to 413 of the text book.