2. Power
⢠Power is the ability to influence another.
⢠Influence is the process of affecting the thoughts, behavior & feelings of
another person.
⢠Authority is the right to influence another person.
⢠Power is a function of dependency. Dependency is a function of:
ď Centrality: Strategic relevance and interdependency of a function/group
ď Ability to cope with uncertainty: The degree to which a function or group is
capable of reducing uncertainty or able to manage contingencies/problems.
ď Non-substitutability: Scarcity of skill or indispensability of a group or function to
the organization.
ď Ability to control & generate resources: Ability to control the allocation of
resources and to the capacity to create or add value.
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3. Bases of Power
⢠Formal Power: Positional power or authority. Forms of formal power:
ďLegitimate Power: Exercised through organizational position.
ď Reward Power: The power to use rewards to control others.
ď Coercive Power: The power to deny rewards and administer punishments
ď Information Power: The power to access/control/use information.
⢠Personal Power: Individual power independent of formal position:
ď Expert Power: Possession of knowledge, special skill or expertise.
ď Referent Power: Based on admiration, respect and reputation.
ď Charismatic Power: Magical influence of persona, attraction and emotional appeal.
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4. Power Tactics š
Power may be exercised through the following tactics (ways and
means):
⢠Legitimate authority: Use of formal authority for compliance;
Persuade by legitimizing through or appealing to higher authority
⢠Rational persuasion: Using logical arguments and facts to persuade.
⢠Inspirational appeal: Appealing to values, ideals, emotions and needs;
Inspiring confidence; Motivational appeal.
⢠Consultation: Enlisting the targetâs support through involvement and
participation in decision making.
⢠Personal appeals: Appealing to friendship/loyalty to elicit support.
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5. Power TacticsâŚ
⢠Exchange: Making explicit or implicit promise of rewards for
compliance or communicating reciprocal return of prior favor for
exacting compliance.
⢠Ingratiation: Eliciting positive response through praise and flattery;
Trying to get the target in good mood and favorable disposition before
seeking compliance. Getting the target to like you.
⢠Pressure: Exerting pressure through demands, threats, warnings or
intimidation to seek support for a proposal.
⢠Coalitions: Using alliances and networks & enlisting the support of
others to persuade the target for favoring a proposal.
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6. Using Power Effectively
⢠Power is a means of accomplishing goals and it is not a dirty word.
⢠Managerâs success lies in acquiring and using power effectively.
⢠John Kotterâs guidelines for managers ²:
ď Use power in ethical ways (utilitarian outcomes, individual rights &
distributive justice).
ď Understand & use various types of power & influence (compatibility)
ď Seek jobs that allow you to develop your power skills
ď Use power tempered by maturity & self-control (power is not an end in
itself).
ď Accept that influencing people is an important part of managerial job.
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7. Empowerment Âł
⢠Empowerment is the process of delegating authority at the lowest
level in the organization at which competent decisions can be made.
⢠Empowerment is more relevant as modern organizations become
flatter, eliminating levels of management in their structure.
⢠The four dimensions of empowerment as revealed in research â´:
ď Meaning: Experienced meaningfulness of work. Fit between task-role and the
employeeâs values and beliefs.
ďCompetence: Self efficacy or belief that one has the ability to do the job well.
ďSelf-determination: Autonomy at workplace. Feeling of independence.
ďImpact: Significance of tasks. Sense of significant impact on organization
through their work contribution.
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8. EmpowermentâŚ..
⢠Empowerment increases commitment and performance and
minimizes job stress âľ.
Guidelines to empower others Âł:
⢠Express confidence in employees and set high performance
expectations.
⢠Provide opportunities for participation in decision making.
⢠Eliminate bureaucratic constraints stifling autonomy.
⢠Set inspirational and meaningful goals; Let individuals take
ownership of goals.
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9. References
1.
Yukl, G., & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward and
lateral influence attempts, Journal of Applied Psychology, 75: 132-140.
2.
Kotter, J. P. (1977). Power, dependence and effective management, Harvard Business
Review, 55: 125-136; Kotter, J. P. (1985). Power and Influence. New York: Free Press.
3.
Quick, J. C., Nelson, D. L., & Khandelwal, P. (2013). Organizational Behavior (7th ed.).
Delhi: Cengage Learning India Pvt. Ltd.
4.
Spreitzer, G. M., Kizilos, M.A., & Nason, S. W. (1997). A dimensional analysis of the
relationship between psychological empowerment and effectiveness, satisfaction and
strain, Journal of Management, 23: 679-704.
5.
Butts, M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S., & Wilson, M. G. (2009).
Individual reactions to high involvement work processes: Investigating the role of
empowerment and perceived organizational support. Journal of Occupational Health
Psychology, 14: 122-136.
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