What is Power

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

Dependency
Bs relationship to A when A
possesses something that B
requires
Dependency: The Key To Power

• The General Dependency Postulate

• The greater Bs dependency on A, the greater the power A has over B (e.g., sole
supplier of spare parts for an organization)

• When you possess anything others require but that you alone control, you make
them dependent upon you and, therefore, you gain power over them.
Bases of Power: Formal Power (French and Raven, 1959)
Formal Power
Is established by an individual’s position in an organization;
conveys the ability to coerce or reward, from formal authority, or
from control of information

Coercive Power
A power base dependent on fear (of punishment)

Reward Power
Compliance achieved based on the ability to distribute
rewards that others view as valuable
Bases of Power: Formal Power

Legitimate Power
The power a person receives as a result of his or her position in the
formal hierarchy of an organization e.g., Supervisor
Bases of Power: Personal Power
Expert Power
Influence based on special skills or knowledge e.g., Doctor / Consultant / Teacher

Referent Power
Influence based on possession by an individual of desirable
resources or personal traits
e.g. Celebrity advertisements
[Link]
Kathleen McGinn and Elizabeth Long Lingo (2007)
Power and Influence: Achieving Your Objectives in Organizations.

Expands on French and Raven’s ideas and provides a framework for analyzing
power and relationships in organizations.

• Personal power, which can be compared with French and Raven’s Expert
power, is focused on power based on an individual’s personal attributes and
talents.

• Positional power, which can be compared with French and Raven’s

Legitimate power, stems from a formal role in the organization.

• Relational power, which can be compared with French and Raven’s

Referent power, is focused on the network of relationships.
Positional Characteristics Personal Characteristics
• Formal authority • Expertise
• Relevance • Track record
• Centrality
• Autonomy
• Visibility
Power Tactics
Power Tactics Influence Tactics
Ways in which individuals • Legitimacy
translate power bases into
• Rational persuasion
specific actions
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
The Nine Influence Tactics

[Link]
REQUESTING
• Requesting is in use:
• when a company leader gives orders to a team of direct reports
• when a team leader asks a team member to get something done

• Requesting - often referred to as “pressure tactics” in academic papers

• Typical statements by a leader using requesting are:

“I want you to inform Jack that. . . .”
“Could you please call Frank and . . . ?”
“I did ask you to inform him. Have you had a chance to do it?”

[Link]
LEGITIMATING
• Legitimating means using authority or credentials to explain and
influence

• when leaders show that what they want is consistent with policy, procedure,
or company culture.

• Typical statements by a leader using legitimating tactics include:

“According to policy, all air travel must be. . . .”
“The CEO has asked me to look into. . . .”
“As you know, it is a standard practice that. . . .”

[Link]
COALITION
• Coalition tactics include:
• creating a network of supporters to extend power base
• building consensus
• defining a group position
• creating an “us-versus-them” situation.

• Typical statements by a leader using coalition tactics are:

“Jack and I both think that. . . .”
“Everyone on the finance team says. . . .”
“Everybody thinks it is a good idea to. . . .”

[Link]
RATIONAL PERSUASION
• Rational persuasion uses logic, rationale, or evidence to explain or justify
a position

• Typical statements by a leader using rational persuasion tactics are:

“The company’s transformation is necessary to achieve growth, to
reduce costs, and to beat the competition.”
“Given the data available, the most logical approach is. . . .”
“I want you to take action. The facts suggest three reasons for
moving ahead. . .”

[Link]
INGRATIATION
• Ingratiation uses praise and flattery before or during an attempt to get
others to carry out a request or support a proposal.

• Typical statements by a leader using socializing tactics are:

• “I am very impressed by what you have achieved. That really shows lots of
commitment and dedication. It would be great if you could. . .”

• “I see the problem exactly the same way. . . .”

[Link]
PERSONAL APPEALS
• With personal appeals, you ask others to carry out a request or support a
proposal out of friendship, or asks for a personal favor before saying
what it is.

• Typical statements by a leader using personal appeals are:

• “You and I go back a long time in this company. I’d really like your help on..”

• “I need to ask you for a favor. . . .”

• “Can I count on you guys making . . . ?

[Link]
EXCHANGING
• With exchanging, you give something of value in return for getting something you
want.

• Typical statements by a leader using exchanging tactics are:

“In return for participating in this employee survey, I will send you the aggregated results.”
“If you support the decision, I will support your request. . .”

[Link]
CONSULTATION
• With consultation, you ask others to suggest improvements or help plan
a proposed activity or change that wants or requires their support.

• Typical statements by a leader using consultation tactics are:

“My suggestion is that we do XYZ. What would you suggest?”

“In your opinion, what would be the advantages and disadvantages?”
“Knowing the industry, do you see a merger as the best choice?

[Link]
INSPIRATIONAL APPEALS
• Appealing to people’s values and ideals or seek to arouse their emotions
to gain commitment for a request or proposal.

• A leader using inspirational appeals might say:

“Because you care for the development of children, I’d like you to take
on the elementary education project.”

[Link]
Assertiveness:
extent to which
the individual
attempts to satisfy individual pursues his individual attempts to
own concerns at the work with the other
his or her own person to find a solution
other person's expense
concerns that fully satisfies the
concerns of both

objective is to find an
expedient, mutually
acceptable solution that
partially satisfies both
parties

individual does not individual neglects his or

immediately her own concerns to
pursue his or her own satisfy the concerns of the
concerns or those of the other person
other person
Cooperativeness:
extent to which the
individual attempts
to satisfy the other
person’s concerns
Politics: Power in Action

Political Behavior
Activities that are not required as part of one’s formal role in the
organization, but that influence, or attempt to influence, the
distribution of advantages or disadvantages within the
organization