Chapter 13

Power

A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes

3. Explain the three bases of formal power

A. Coercive Power: a. A power base dependent on fear. b. Power base dependent on fear of the negative results from failing to comply i. Negative Result Elements which make up Coercive Power: 1. Physical sanctions such as infliction of pain 2. Frustration through restriction of movement 3. Controlling by force of basic physiological or safety needs ii. Organizational Level's Negative Results: 1. A has coercive power over B if A can dismiss, suspend, or demote B, assuming B values his or her job 2. If A can assign B work activities B finds unpleasant 3. Treat B in a manner B finds embarrassing 4. Informational Power: Withholding key information (people in organizations with knowledge of others can make people dependent on them Reward Power: Compliance achieved based on the ability to distribute rewards that others view as valuable. • The opposite of coercive power • Makes people comply because it produces positive benefits • Someone who can distribute rewards others view as valuable will have power over them • Can be Intrinsic or Extrinsic rewards Legitimate Power: The power a person receives as a result of his or her position in the formal hierarchy of an organization. • Probably the most common access to one or more of the power bases • Formal authority to control and use organizational resources based on structural positions in the organization • Broader than the power to coerce and reward Personal Power: Gained through being an expert gives you the upper hand above a new person 1. Alternative Definition: Power which comes from an individual's unique characteristics 2. Two Bases of Personal Power: a. Expert Power i. Influence wielded as a result of expertise, special skills, or knowledge. ii. Especially useful in today's specialized world b. Referent Power: Respect and Admiration of Others . Based on identification with a person who has desirable resources or personal traits i. Book Example: If i like, respect, and admire you, you can exercise power over me because I want to please you ii. Born out of admiration of another and a desire to be like that person

4. Explain the role of dependence in power relationships

Dependence is B's relationship to A when A possesses something that B requires. The greater B's dependence on A, the greater A's power in the relationship. Probably useful to know elements of dependency: A. Importance of the resource to the organization B. Scarcity of the Resource C. Non Substitutability of the resource

7. Identify the types of Personal power

Expert Power: Influence based on special skills or knowledge Referent Power: Influence based on possession by an individual of desirable resources or personal traits. Charismatic Power: An extension of referent power stemming from an individual's personality and interpersonal style.

2. What is the relationship between control of resources and power?

For a power situation to exist, one person or group needs to have control over resources the other person or group values. From Slides: Possession/control of scarce organizational resources that others need makes a manager powerful.

1. Compare and Contrast Leadership & Power

Leadership: The ability to influence a group toward the achievement of goals. Power: A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes • Power is a function of dependence, such that the more dependent B is on A, the more power A wields over B. • Thus, the power dynamic relationship between two people are COMPLETELY reliant on alternatives of outcomes. In other words, power is reliant on what B can get from A, and nothing else else. A. Contrast Leadership & Power a. Power does not require goal compatibility, merely dependence! b. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led i. In my own words, leadership relies on sort of familiarity, relatability, and similarity of goals between both followers and leadership. They must be working in tandem for a common cause! c. Leadership focuses on vision and goal achievement d. Power is used to gain lateral and upward influence e. Leadership focuses on the downward influence on followers. It also minimizes the importance of lateral and upward influence patterns. . Power does not! f. Leadership research EMPHASIZES STYLE: . Answers questions such as these: 1. How supportive should a leader be? 2. How much decision making should be shared with followers? g. Power research FOCUSES ON TACTICS FOR GAINING COMPLIANCE . Answers questions such as these: 1. Where does power come from? 2. What gives an individual or a group influence over others? 3. THESE QUESTIONS ARE ANSWERED BY DIVIDING BASES OR SOURCES OF POWER INTO GENERAL GROUPINGS OF FORMAL AND PERSONAL (and further subdividing the groupings)

6. How does the use of power differ in Individualist and Collective cultures?

People from individualistic countries tend to see power in personalized terms and as a legitimate means of advancing their personal ends, while those in collectivistic countries (china, korea, philippines) see power in social terms and as a legitimate means of helping others.

5. What is the importance of Political Skills in Organization

Political skills= influencing others to gain self advancement (their abilities to influence others to enhance their own personal objectives) //not necessary Definition of Political Behavior: Consists of activities that are not required as part of an individual's formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

Leadership

The ability to influence a group toward the achievement of goals

8. What is impression management? How does it work?

The process by which individuals attempt to control the impression others form of them. (Giving someone the impression that you're a nice person) - Self promotion is not the best technique to give a good representation of yourself. Fun Fact: Often used by high-self monitors. Low-self monitors give off a sense of who they really are, more in line with their personalities. How does it work? • Impression Management works through altering your behavior from displaying how you truly feel to shrouding your inner mechanisms, thoughts, and beliefs in order to manipulate another person's impression of you • There are many techniques demonstrating how it works found directly below. IM Techniques: • Conformity o Agreeing with someone else's opinion to gain his or her approval Form of Ingratiation • Favors o Doing something nice for someone to gain that person's approval Form of Ingratiation • Excuses o Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament Defensive IM technique • Apologies o Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action Defensive IM technique • Self-Promotion o Is not the best technique to give a good representation of yourself Self-Focused IM Technique • Enhancement o Claiming that something you did is more valuable than most other members of the organizations would think Self-focused IM technique • Flattery o Complimenting others about their virtues in an attempt to make oneself appear perceptive and likeable Assertive IM technique • Exemplification o Doing more than you need to in an effort to show how dedicated and hardworking you are Assertive IM technique -Studies show IM techniques work well in interviews. -Also, ingratiation do very well with performance evaluations and getting onto board of directors. -Seems ingratiation is good overall -Self-promotion does very well in interviews, but not for performance evaluations