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C H A P T E RC H A P T E R

2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

12Power andInfluence in

the Workplace

Power andPower andInfluence inInfluence in

the Workplacethe Workplace

2 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

The Meaning of PowerThe Meaning of PowerThe Meaning of Power

Power is the capacity of aperson, team, or organizationto influence others.

The potential to influenceothers

People have power they dontuse and may not know theypossess

Power requires one personsperception of dependence onanother person

AP Photo/Kenneth Lambert

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Power Overload at WorldcomPower Overload atPower Overload at WorldcomWorldcom

Through excessive powerand influence, formerWorldCom CEO BernardEbbers (shown in photo) andhis inner circle of executivesperpetrated one of thelargest cases of accountingfraud in history.

AP Photo/Kenneth Lambert

4 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

Power and DependencePower and DependencePower and Dependence

PersonPersonAA

PersonPerson

BBs Goalss Goals

PersonPerson

BB

Person BPerson B sscounterpowercounterpowerover Person Aover Person A Person APerson A ss

power overpower overPerson BPerson B

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Model of Power in OrganizationsModel of Power in OrganizationsModel of Power in Organizations

PowerPowerover Othersover Others

ContingenciesContingenciesOf PowerOf Power

LegitimateReward

CoerciveExpert

Referent

SourcesSourcesOf PowerOf Power

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The Limits of Legitimate PowerThe Limits of Legitimate PowerThe Limits of Legitimate PowerCrimson Tide illustrates the limitsof legitimate power inorganizations. US submarineCaptain Frank Ramsey orders hiscrew to launch nuclear weaponsbased on a message fromWashington, whereas LieutenantCommander Ron Hunter opposes

this decision because a secondmessage is incomplete. Whatensues is a mutiny that dividescrew loyalties.

Topham/The Image Works

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Sources of PowerSources of PowerSources of Power

Legitimate PowerLegitimate Power

Reward PowerReward Power

Coercive PowerCoercive Power

Expert PowerExpert Power

Referent PowerReferent PowerTopham/The Image Works

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Information and PowerInformation and PowerInformation and Power

Control over information flowBased on legitimate powerRelates to formal communication networkCommon in centralized structures (wheel pattern)

Coping with uncertaintyThose who know how to cope with organizationaluncertainties gain power

Prevention Forecasting Absorption

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Contingencies of PowerContingencies of PowerContingencies of Power

ContingenciesContingenciesof Powerof Power

SubstitutabilitySubstitutabilityCentralityCentralityDiscretionDiscretion

VisibilityVisibility

PowerPowerover othersover others

SourcesSourcesof Powerof Power

10 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

IncreasingNonsubstitutability

ControllingControllingTasksTasks

ControllingControllingKnowledgeKnowledge

DifferentiationDifferentiation

ControllingControllingLaborLabor

Increasing NonsubstitutabilityIncreasingIncreasing NonsubstitutabilityNonsubstitutability

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Influencing OthersInfluencing OthersInfluencing Others

Influence is any behavior that attempts toalter someones attitudes or behavior

Applies one or more power bases

Process through which people achieveorganizational objectives

Operates up, down, and across the organizationalhierarchy

14 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

InfluInflu enceenceTacticsTactics

SilentSilentauthorityauthority Exchange

Exchange

InformationInformationcontrolcontrol

PersuasionPersuasion

Types of Influence TacticsTypes of Influence TacticsTypes of Influence Tactics

FormingFormingcoalitionscoalitions

UpwardUpwardappealappealImpressionImpression

managementmanagement

AsseAsse rtivenessrtiveness

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AssertivenessAssertiveness Actively applying legitimate and coercivepower (vocal authority)

Reminding, confronting, checking,threatening

SilentSilentAuthorityAuthority

Following requests without overt influence

Based on legitimate power, role modeling

Common in high power distance cultures

more

Types of InfluenceTypes of InfluenceTypes of Influence

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CoalitionCoalitionFormationFormation

Group forms to gain more power thanindividuals alone

1.Pools resources/power2.Legitimizes the issue3.Power through social identity

ExchangeExchange Promising or reminding of past benefits inexchange for compliance Negotiation is integral to this strategy

Networking relates to exchange influence

more

Types of Influence (cont)Types of InfluenceTypes of Influence ((concon

tt))

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Ingratiation/ Ingratiation/ Impress. Mgt.Impress. Mgt.

Ingratiation Increasing liking/similarity to target Flattering, helping, seeking advice

Impression Management

Actively shaping our public images Way we dress, padding resum

UpwardUpwardAppealAppeal

Appealing to higher authority

Includes appealing to firms goals

Formal alliance to perception of alliancewith higher status person

more

Types of Influence (cont)Types of InfluenceTypes of Influence ((concon tt ))

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PersuasionPersuasion Using logic, facts, emotional appeals to gainacceptance

Depends on persuader, message content,message medium, audience

Types of Influence (cont)Types of InfluenceTypes of Influence ((concon

tt))

InformationInformationControlControl Manipulating others access to information

Withholding, filtering, re-arranginginformation

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AFP/Corbis

Steve Jobss Reality Distortion FieldSteveSteve JobsJobs ss Reality Distortion FieldReality Distortion Field

Steve Jobs, CEO of AppleComputer and PixarAnimation Studios, isfamous for influencingpeople through hispersuasiveness, whichdraws them into his realitydistortion field.

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Contingencies of Influence TacticsContingencies of Influence TacticsContingencies of Influence Tactics

Soft tactics generally moreacceptable

Appropriate influence tacticdepends on:

Influencers power baseLevel in the organizationCultural values and

expectationsYounger employees

Gender differencesAFP/Corbis

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Organizational PoliticsOrganizational PoliticsOrganizational Politics

Behaviors that others perceive asself-serving tactics for personal gainat the expense of other people andpossibly the organization

22 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

ConditionsConditionsSupportingSupporting

OrganizationalOrganizationalPoliticsPolitics

ScarceScarceResourcesResources

Complex andComplex andAmbiguousAmbiguousDecisionsDecisions

Tolerance ofTolerance ofPoliticsPolitics

OrganizationalOrganizationalChangeChange

Conditions for Organizational PoliticsConditions for Organizational PoliticsConditions for Organizational Politics

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Minimizing Political BehaviorMinimizing Political BehaviorMinimizing Political Behavior

Leaders asLeaders asRole ModelsRole Models

ManageManageTeam NormsTeam Norms

Free FlowingFree FlowingInformationInformation

Manage ChangeManage ChangeEffectivelyEffectively

IntroduceIntroduceClear RulesClear Rules

SupportSupportDesired ValuesDesired Values

C H A P T E RC H A P T E R

2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

12Power andInfluence inthe Workplace

Power andPower andInfluence inInfluence inthe Workplacethe Workplace