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1. Define and discuss influence in organizations.

2. Describe the types and uses of power in organizations.

3. Discuss politics and political behavior in organizations.

4. Describe the various forms and implications of justice in

organizations.

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Chapter Learning Objectives After studying this chapter you should be able to:

14–3

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Influence in Organizations

• The Nature of Influence

–Influence is the ability to affect the perceptions,

attitudes, or behaviors of others

• The source and target of influence can be a person or a group

• Influence can be used beneficially or harmfully

• Impression Management

–A direct and intentional effort by someone to enhance

his or her own image in the eyes of others

• Example: Adapting your personal appearance (e.g., colors

and style of working attire) to closely resemble that of your

boss

14–4

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Power in Organizations

• The Nature of Power

–Power is the potential ability of a person or group to

exercise control over another person/group

• Types (or Bases) of Power

–Legitimate power

–Reward power

–Coercive power

–Expert power

–Referent power

–Position power

–Personal power

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Table 14.1 Common Forms of Power in Organizations

LEGITIMATE POWER Power that is granted by virtue of one’s position in the

organization

REWARD POWER Power that exists when one person controls rewards that

another person values

COERCIVE POWER Power that exists when one person has the ability to punish or

physically or psychologically harm someone else

EXPERT POWER Power that exists when one person controls information that is

valuable to someone else

REFERENT POWER Power that exists when one person wants to be like or imitates

someone else

POSITION POWER Power that resides in a position, regardless of who is filling

that position

PERSONAL POWER Power that resides in the person, regardless of the position

being filled

14–6

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Power in Organizations (cont’d)

• Position versus Personal Power

–Position power resides in the position, regardless of

who is filling that position

–Personal power resides in the person, regardless of

the position being filled

• The Uses of Power in Organizations (Yukl)

–Depending upon circumstances, a leader using any

given base of power might encounter one of three

responses—commitment, compliance, or resistance—

when trying to exert power

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FIGURE 14.1 Position Power and Personal Power

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Table 14.2 Uses and Outcomes of Power

Source of

Leader

Influence

Type of Outcome

Commitment Compliance Resistance

REFERENT

POWER

Likely Possible Possible

If request is believed to

be important to leader

If request is perceived to be

unimportant to leader

If request is for something that

will bring harm to leader

EXPERT

POWER

Likely Possible Possible

If request is persuasive

and subordinates share

leader’s task goals

If request is persuasive but

subordinates are apathetic

about leader’s task goals

If leader is arrogant and

insulting, or subordinates

oppose task goals

LEGITIMATE

POWER

Possible Likely Possible

If request is polite and

very appropriate

If request or order is seen

as legitimate

If arrogant demands are made

or request does not appear

proper

REWARD

POWER

Possible Likely Possible

If used in a subtle,

very personal way

If used in a mechanical,

impersonal way

If used in a manipulative,

arrogant way

COERCIVE

POWER

Very Unlikely Possible Likely

If used in a helpful,

nonpunitive way

If used in a hostile or

manipulative way

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Table 14.3 Guidelines for Using Power

Basis of Power Guidelines for Use

REFERENT POWER • Treat subordinates fairly

• Defend subordinates’ interests

• Be sensitive to subordinates’ needs,

feelings

• Select subordinates similar to oneself

• Engage in role modeling

EXPERT

POWER

• Promote image of expertise

• Maintain credibility

• Act confident and decisive

• Keep informed

• Recognize employee concerns

• Avoid threatening subordinates’ self-

esteem

LEGITIMATE POWER • Be cordial and polite

• Be confident

• Be clear and follow up to verify

understanding

• Make sure request is appropriate

• Explain reasons for request

• Follow proper channels

• Exercise power regularly

• Enforce compliance

• Be sensitive to subordinates’ concerns

REWARD

POWER

• Verify compliance

• Make feasible, reasonable requests

• Make only ethical, proper requests

• Offer rewards desired by subordinates

• Offer only credible rewards

COERCIVE POWER • Inform subordinates of rules and penalties

• Warn before punishing

• Administer punishment consistently and

uniformly

• Understand the situation before acting

• Maintain credibility

• Fit punishment to the infraction

• Punish in private

14–10

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Politics and Political Behavior

• Organizational Politics

–Activities carried out by people to acquire, enhance,

and use power and other resources to obtain their

desired outcomes

• The Pervasiveness of Political Behavior

–Political behavior is believed to be more prevalent at

higher levels of the organization than at lower levels

–Politics are often viewed as distasteful

–Key is to figure out how to use power constructively

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FIGURE 14.2

A Model of

Ethical Political

Behavior

14–12

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Managing Organizational Politics

Managing Political Behavior

Requires Understanding

Reasons for

Political Behavior

Common Political

Behaviors

Techniques for

Limiting Effects

of Behaviors

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FIGURE 14.3 Use of Political Behavior: Reasons, Techniques,

and Possible Consequences

14–14

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Politics and Political Behavior (cont’d)

• Managing Political Behavior

–Success requires understanding of the reasons

for political behavior:

• Ambiguous goals

• Scarce resources

• Uncertainties related to nonroutine technology

and dynamic, complex environments

• Non programmed decisions

• Organizational change

14–15

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Politics and Political Behavior (cont’d)

• Techniques Used in Political Behaviors

–Controlling as much information as possible

–Creating or exploiting situations to control lines of

communication

–Using outside experts to validate manager’s actions

–Controlling the agenda

–“Game playing”

–Building coalitions

–Controlling decision parameters

14–16

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Politics and Political Behavior (cont’d)

Strategies for limiting the effects

of political behavior

Open

communication

Reduce

uncertainty

Awareness of

causes/techniques

of political

behavior

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FIGURE 14.4 Four Basic Forms of Organizational Justice

14–18

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Organizational Justice

• Organizational Justice

–The perceptions of people in an organization

regarding fairness

• Forms of Organizational Justice

–Distributive justice

• People’s perceptions of the fairness with which rewards and

other valued outcomes are distributed within the organization

• Perceptions affect individual satisfaction with work-related

outcomes

14–19

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Organizational Justice (cont’d)

• Forms of Organizational Justice (cont’d)

–Procedural justice

• Individual perceptions of the fairness used to determine

various outcomes

• Perception of a high level of procedural justice may lead

to higher level of motivation to participate in activities

• Perception of a low level of procedural justice may lead

to withdrawal from opportunities to participate

14–20

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Organizational Justice (cont’d)

• Forms of Organizational Justice (cont’d)

–Interpersonal justice

• Relates to the degree of fairness people see in how

they are treated by others in their organization

• Perception of interpersonal justice will most affect how

individuals feel about those with whom they interact and

communicate

• Power and political behaviors are likely to play a role

14–21

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Organizational Justice (cont’d)

• Forms of Organizational Justice (cont’d)

–Informational justice

• Refers to the perceived fairness of information used to

arrive at decisions

• Power and political behaviors are likely to play an

important role in perceptions of information justice

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• After reading the chapter:

–Is it ethical for a leader to use of personal power if that

power is acquired by playing on the strength of the

identification of followers with the leader?

–Which forms of organizational justice are in use in the

grading system for this class?

Organizational Behavior in Action