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See attached Chapter 7: Power and Politics What Is It Like to Have Power? • Having power has strong effects on – Thoughts (cognitions) –

August 3, 2024

See attached

Chapter 7: Power and Politics

What Is It Like to Have Power?

• Having power has strong effects on

– Thoughts (cognitions)

– Affect (emotions and moods)

– Behavior

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 2

The Difference Between Power and

Influence (1 of 2)

• Power

– Definition

– Leadership needs power over others

– Leaders are reluctant to admit they want

power

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 3

The Difference Between Power and

Influence (2 of 2)

• Power

– The “last dirty words”: power and politics

– Power is best used subtly

• Influence

– Definition

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 4

Power (1 of 7)

• Five bases of power in organizations

– The five bases

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 5

Power (2 of 7)

• Position power

– Definition

– Coercive power definition

– Reward power definition

– Legitimate power definition

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 6

Power (3 of 7)

• Personal power

– Expert power definition

– Referent power definition

• Relation between expert, referent, reward

power

– Legitimate and coercive power were not

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 7

Power (4 of 7)

• Outcomes of an influence attempt

– Commitment definition

– Compliance definition

– Resistance definition

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 8

Power (5 of 7)

• Zone of indifference

– Definition

– Corresponds to three power bases

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 9

Power (6 of 7)

• Zone of indifference
– Follower engagement level

– Does not produce high commitment or engagement
Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 10

Power (7 of 7)

• Organizational Sources of Power

– Power based on people depending upon

others for resources

– Three “lines” of power definition

– Structural power

– Organizational power

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 11

Influence Strategies (1 of 5)

• Proactive influence tactics

– Definition

– Examples of tactics

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 12

Influence Strategies (2 of 5)

• Which Influence Strategies Are the Most

Effective?

– List of influence strategies

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 13

Influence Strategies (3 of 5)

• Which Influence Strategies Are the Most

Effective?

– Personal appeals

– Legitimating tactics

– Pressure tactics

– Coalition tactics

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 14

Influence Strategies (4 of 5)

• Which Influence Strategies Are the Most

Effective?

– Relationships of influence strategies to task

and relationship

– Power is a stored ability to get others to do

what you want

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 15

Influence Strategies (5 of 5)

• Influence Without Authority

– Power is based on the general dependence

postulate

– Law of reciprocity definition

– Influence without authority process steps

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 16

Impression Management (1 of 8)

• Impression management

– Definition

– Why people want to manage impressions

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 17

Impression Management (2 of 8)

• Why people want to manage impressions

– Important to be seen as sincere

– How presenters are viewed with internal self-

enhancement

– Honest versus deceptive impression

management

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 18

Impression Management (3 of 8)

• Why people want to manage impressions

– Important to be seen as sincere

– How presenters are viewed with internal self-

enhancement

– Honest versus deceptive impression

management

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 19

Impression Management (4 of 8)

• Impression management affects

• Maximizing good tactics

– Self-promotion definition

– Ingratiation definition

– Exemplification definition

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 20

Impression Management (5 of 8)

• Impression management affects

• Maximizing good tactics

– Self-promotion definition

– Ingratiation definition

– Exemplification definition

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 21

Impression Management (6 of 8)

• Maximizing bad tactics

– Intimidation definition

– Supplication definition

– Additional bad tactics

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 22

Impression Management (7 of 8)

• Impression management strategies have

different focuses:

– Job-focused, like exemplification

– Supervisor-focused, like ingratiation

– Self-focused, like self-promotion

• Most relevant leader strategies maximize

good intentions

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 23

Impression Management (8 of 8)

• Patterns in impression management

– Aggressive versus Passive

– Positive profile

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 24

Perceptions of Organizational

Politics (1 of 3)

• Organizational politics

– Definition

• Perception of organizational politics (POP)

– Definition

– General political behavior

– Going along to get ahead

– Pay and promotion politics

Perceptions of Organizational

Politics (2 of 3)

• POP is based on perceptions

• Associations with POP

– Associations

Perceptions of Organizational

Politics (3 of 3)

• Potentials causes of POP

– Potentials causes

• Job/work context factors have the most

POP influence

Political Skill (1 of 3)

• Political skill

– Definition

– Sets of behaviors

• Political skills increases effectiveness of

impression management

Political Skill (2 of 3)

• Political skill is positively related to

– List of abilities/characteristics

Political Skill (3 of 3)

• Political skill benefits when leaders

establish groups

• Having Both the Will and Skill for Politics

– Will

– Skill

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See attached Chapter 7: Power and Politics What Is It Like to Have Power? • Having power has strong effects on – Thoughts (cognitions) –

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