chapter 13: power and politics

Question 1

power

Answer 1

power simply refers to the capacity, discretion, and means to enforce one’s will over others.

someone can thus have power but not use it; a powerful person has discretion over when to exercise their power.

Question 2

dependence

Answer 2

Probably the most important aspect of power is that it is a function of dependence.The more people rely or depend upon the powerful person (who controls something the others rely on or want), the more powerful that person becomes. When people begin to have more alternatives and options or begin to rely on themselves or different people, the powerful person loses power.

Question 3

power vs. leadership

Answer 3

A careful comparison of our description of power with our description of leadership in the chapter on leadership reveals the concepts are closely intertwined. How are the two terms different? Power does not require goal compatibility, just dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led

Question 4

power has two general groupings

Answer 4

power into two general groupings—formal and personal—and breaking down each into more specific categories

Question 5

formal power

Answer 5

Formal power is based on an individual’s position in an organization. It can come from the ability to coerce or reward or from legitimate authority.

Question 6

coercive power (formal power)

Answer 6

The coercive power base depends on the target’s fear of negative results from failing to comply or acting in a way that would anger the power-holder.

A sales consultant may remain silent after witnessing their supervisor falsify their team’s sales numbers for fear of being terminated or demoted, being assigned to undesirable regions or clients, and/or being treated in an embarrassing way in front of the rest of the team

Question 7

reward power (formal power)

Answer 7

The opposite of coercive power is reward power, which people comply with because it produces positive benefits; someone who can distribute rewards that others view as valuable can have power over them.

For instance, the sales team lead who rewards compliant team members with lead information is exercising reward power. Alternatively, these rewards can be financial—such as setting pay rates, raises, and bonuses—or nonfinancial, including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.

Question 8

legitimate power (formal power)

Answer 8

The most common way to access one or more of the power bases is probably through legitimate power. It represents the formal authority to control and use organizational resources based on the person’s structural position in the organization. In general, when school principals, bank presidents, or army captains speak, teachers, tellers, and first lieutenants usually comply

Question 9

personal power

Answer 9

Many people can have power, even if they are not managers and if they have no formal power. What they have is personal power, which comes from an individual’s unique characteristic

Question 10

expert power (personal power)

Answer 10

Expert power is based on expertise, special skills, or knowledge. As jobs become more specialized, we become dependent on experts to achieve goals. It is generally acknowledged that physicians have expertise and hence expert power:

ironically, expert power can occasionally have a detrimental effect on knowledge worker team performance. For instance, in times of turbulence, knowledge worker teams that rely too much on experts who have “entrenched” knowledge or perspectives on the problem

Question 11

referent power (personal power)

Answer 11

Referent power is based on identification with a person who has desirable resources or personal traits.

If I like, respect, and admire you, you can exercise power over me because I want to please you. Some people who are not in formal leadership positions have referent power and exert influence over others because of their charismatic dynamism, likability, and emotional appeal.

Referent power develops out of admiration of another and a desire to be like that person. It helps explain, for instance, why celebrities are paid millions of dollars to endorse products in commercials.

Question 12

Which bases of power are most effective?

Answer 12

Of the bases of power, which are most effective? This is a complicated question. Regarding the dependents in the power relationship, different bases of power are effective depending upon the perceptions and characteristics of the dependent.

It does appear though, that referent power can be an especially powerful motivator

Question 13

explain the role of dependence in power relationships: the general dependence postulate

Answer 13

The general dependence postulate: “Let us begin with a general postulate: The greater B’s dependence on A, the more power A has over B. When you possess anything others require that you alone control, they can become dependent on you and, therefore, you may gain power over them”

What creates dependence? “Dependence increases when the resource you control is important, scarce, and non substitutable”

• importance
  “If nobody wants what you have, it is not going to create dependence. Note, however, that there are many degrees of importance, from needing the resource for survival to wanting a resource that is in fashion, adds to convenience, or is of relational importance
• scarcity
  “When the supply of labor is low relative to demand, workers can negotiate compensation and benefits packages far more attractive than those in occupations with an abundance of candidates.”
• nonsubstitability
  “The fewer viable substitutes for a resource, the more power a person controlling that resource has.”

Question 14

formal small-group networks: chain, wheel and all channel

Answer 14

Formal organizational networks can be complicated, including hundreds of people
and a half dozen or more hierarchical levels.
2. These networks are condensed into three common small groups of five people each
(see Exhibit 13-1): chain, wheel, and all-channel.

“The chain rigidly follows the formal chain of command; this network approximates the communication channels you might find in a rigid three-level organization.

The wheel relies on a central figure to act as the conduit for all group communication; it simulates the communication network you might find in a work group directed by a manager.
The manager’s central role (especially in larger work groups) enables them to enjoy access to diverse ideas and knowledge, support, and higher power and status.

The all-channel network permits group members to actively communicate with each other; it is most often characterized by self-managed teams, in which group members are free to contribute and no single person takes on a leadership role.”
–> The all-channel network is best if you desire high member satisfaction, and the
chain is best if accuracy is most important.

Question 15

node and ties

Answer 15

Within a social network, or connections between people who share professional interests, each individual or group is called a node, and the links between nodes are called ties.

When nodes communicate or exchange resources frequently, they are said to have very strong ties.
Other nodes that are not engaged in direct communication with one another achieve resource flows through intermediary nodes. In other words, some nodes act as brokers between otherwise unconnected nodes.

Question 16

sociogram

Answer 16

A graphical illustration of the associations among individuals in a social network is called a sociogram and functions like an informal version of an organization chart. The difference is that a formal organization chart shows how authority is supposed to flow, whereas a sociogram shows how resources really flow in an organization

Question 17

influence tactics

Answer 17

what influence tactics do people (e.g., leaders) use to translate power bases into specific action? What options do they have for influencing their supervisors, coworkers, or employees?

Question 18

nine distinct influence tactics:

Answer 18

1. Legitimacy. Relying on your authority position or saying that a request is in accordance with organizational policies or rules.
2. Rational persuasion. Presenting logical arguments and factual evidence to demonstrate that a request is reasonable.
3. Inspirational appeals. Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
4. Consultation. Increasing support by involving the target in deciding how to accomplish your plan.
5. Exchange. Rewarding the target with benefits or favors in exchange for agreeing to a request.
6. Personal appeals. Asking for compliance based on friendship or loyalty.
7. Integration. Using flattery, praise, or friendly behavior prior to making a request.
8. Pressure. Using warnings, repeated demands, and threats.
9. Coalitions. Enlisting the aid or support of others to persuade the target to agree.

Question 19

rational persuasion

Answer 19

Rational persuasion, inspirational appeals, and consultation tend to be equally effective in influencing performance at work.

Rational persuasion, although still effective at helping build relationships at work, tends to not be as superbly effective as inspirational appeal and consultation. The pressure tactic tends to backfire and is typically the least effective.

Using ingratiation can improve relational outcomes of influence at work (e.g., during job interviews),69 but perhaps only when the audience does not really care about the outcome of the request or if it is routine

Question 20

automatic processing

Answer 20

We often rely on automatic processing, a relatively superficial consideration of evidence and information that takes little time or effort, making use of heuristics like those we discussed in the chapter on perception and decision making.

“Automatic processing can lead people to jump to conclusions about others that would normally, after careful thought, cause someone to be more skeptical or critical. For instance, when bloggers are forthright about their conflicts of interest (e.g., being paid to review a product), you would assume that readers would be more skeptical about the review.

Question 21

controlled processing

Answer 21

You were engaging in more effortful controlled processing, a detailed consideration of evidence and information relying on facts, figures, and logic. Controlled processing requires effort and energy, but it is harder to fool someone who has taken the time and effort to engage in it.

Question 22

what predicts the tendency to engage in controlled processing

Answer 22

“Some research suggests that a motivational trait (see the chapter on motivation theory), need for cognition, predicts the tendency to engage in controlled processing.”

“All humans rely on some degree of both automatic and controlled processing. It is not accurate to suggest that we “choose” one or the other or that leaders have a “choice” in which processing modes to activate. However, leaders can leverage their messaging to make use of both types of processes. “

Question 23

influence tactics: political skill

Answer 23

People differ in their political skill, or their ability to influence others to attain their own objectives.

The politically skilled are more effective users of influence tactics and rely on their knowledge of others’ demands, resources, and preferences to do so. They are able to recognize opportunities, evaluate the pros and cons of different behaviors, and capitalize on these opportunities when it advances their objectives.

Question 24

identify the causes and consequences of abuse of power: power dynamics

Answer 24

Power dynamics:
“However, individuals with a strong need for power, a tendency to react to threat with status- and legitimacy-maintaining ways, and certain dark personality traits (e.g., Machiavellianism) may be more likely to become corrupted.”

” Regardless, external factors like environmental competition and the skill and ability of competitors can lead to power loss.

Moreover, power-holders are often responsible for their own loss of power. Ethical transgressions that lead to public outrage, an inability to see threats from the comfort of their powerful position, and biased decision making (leading to failure) have all been found to precipitate the “dethroning” of the powerful.”

Question 25

identify the causes and consequences of abuse of power: sexual harrassment

Answer 25

Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individual’s employment or creates a hostile work environment. According to the U.S. Equal Employment Opportunity Commission (EEOC), sexual harassment happens when a person encounters “unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature” on the job that disrupts work performance or that creates an “intimidating, hostile, or offensive” work environment”

Sexual harassment can have a detrimental impact on individuals and the organization, but it can be avoided. The manager’s commitment to the process and responsibility is critical
Make sure an active policy defines what constitutes sexual harassment, informs employees they can be fired for inappropriate behavior, and establishes procedures for making complaints.