leadership and influence processes in organizations

leadership and influence processes in organizations

1. PART 4
Leadership and Influence
Processes in Organizations
CHAPTER 13
Power, Influence, and
Politics
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter Learning Objectives
After studying this chapter, you should be able to:
1.Identify and describe different kinds of position and personal power.
2.Discuss how individuals and groups obtain and use power.
3.Discuss influence and describe which influence tactics are the most and
least effective.
4.Describe some of the factors that influence political behavior in
organizations and the role of impression management in power and
influence.

3. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Power in Organizations (1 of 2)
•The nature of power
–Power: a person or group’s potential to influence another person’s or
group’s behavior
–Need for power: wanting to control and influence others, or to be
responsible for others
–Leadership motive pattern: a high need for power (with high impulse
control) and a low need for affiliation
•Position power
–Based on one’s position in the organization to influence tactics
–Seven types of position power

4. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 13.1 Types of Power
LEGITIMATE Power due to the position of authority held
REWARD Power due to control over rewards
COERCIVE Power due to control over punishments
EXPERT Power due to control because of knowledge, skills, or expertise
INFORMATIONAL Power due to control over information
REFERENT Power due to control because subordinates respect, admire, and
identify with the leader
PERSUASIVE Power due to the ability to use logic and facts to persuade

5. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Power in Organizations (2 of 2)
•Personal power
–Based on the person’s individual characteristics, stays with a person
regardless of his or her job or organization
Expert power—based on an individual’s knowledge or expertise
Informational power—derived from control over information
Referent power—based on a manager’s charisma or attractiveness to others
Persuasive power—due to the ability to use logic and facts to persuade

6. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Using Power (1 of 3)
•Acquiring and Using Power
•Acquiring power
–Your power is greater if the things you control are:
Important
Rare
Without substitute
•Abuse of power
–The use of power to demean, exploit, or take advantage of someone
–Influencing someone to do something they later regret
–May result in decreased employee satisfaction and helping behaviors,
increase employee deviance, and increased turnover

7. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Using Power (2 of 3)
•Empowerment
–Sharing power with employees and giving them the authority to make
and implement at least some decisions
–Can improve quality, cut costs, and boost efficiency and flexibility
–Just giving employees power is not enough; they must be skilled and
trained

8. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Using Power (3 of 3)
•How subunits gain power
–Resource Scarcity: magnify power differences across subunits
(departments or groups)
–Centrality: the extent to which a subunit’s activities influence the work of
many other subunits
–Substitutability: the extent to which a subunit’s activities can be
performed by others
–Subunits most capable of dealing with uncertainty tend to have greater
power

9. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Influence in Organizations (1 of 5)
•Influence tactics
–People apply power through influence tactics: how people translate their
power to affect the behavior of others
–Rational persuasion, inspirational appeals, and consultation are the most
effective tactics
–Pressure is the least effective tactic
–Using multiple tactics can be effective if they’re compatible

10. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 13.3 Influence Tactics and Responses to
them (1 of 3)
Influence Tactics
Coalition tactics Engaging the help of others to persuade someone to do something;
referring to the support of others to convince someone to agree to a
proposal or to change his or her attitude toward something
Consultation Requesting someone’s advice to solve a problem or mutually setting
goals to increase a follower’s commitment to the leader’s decision;
being willing to modify the goals or solution based on the person’s
concerns and suggestions to sustain commitment
Exchange Offering to exchange something of value now or in the future for
someone’s cooperation; usually used after other tactics have failed due
to the higher cost
Ingratiation Flattering or praising someone to put them in a good mood or to make
them more likely to want to help (e.g., complimenting your manager’s
outfit before asking for additional project funding), or using humor;32
seen as more credible when used early rather than after other influence
attempts have failed

11. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 13.3 Influence Tactics and Responses to
them (2 of 3)
Inspirational appealsAppealing to someone’s aspirations, values, and ideals to gain his or
her commitment, or increasing people’s confidence that they can do
something in order to increase motivation; for example, Wayne Hale,
Chairman of NASA’s Space Shuttle Mission Management Team during
the space shuttle Discovery’s Return to Flight mission, stated, “So the
fundamental question remains, do we have those qualities that made
our ancestors successful? Do we have the judgment to weigh it all in
the balance? Do we have the character to dare great deeds? History is
watching.”
33
Legitimating tactics Enhancing one’s formal authority to make a certain request by referring
to rules, precedents, or official documents; should be used early if
doubts about the request’s legitimacy are expected
Personal appeals Asking someone to do something “because we’re friends” or asking for
a personal favor
Pressure Using coercion or persistent follow-up or reminders to gain influence;
risks undesirable side effects such as resentment
Rational persuasion (or
reason)
Using logic and facts to persuade someone

12. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 13.3 Influence Tactics and Responses to
them (3 of 3)
Responses to Influence Attempts
Commitment Endorsing and becoming an actively involved participant as a result of
the influence attempt
Compliance Going along with what the influencer wants without being personally
committed
Passive resistance Rejecting the influence attempt but not getting in the way of what the
influencer is trying to do
Active resistance Rejecting the influence attempt and actively trying to stop the influencer
from doing what she or he is trying to do, or trying to change the
influencer’s attitudes
Source: Yukl, G. A. Leadership in Organizations. (7th ed., p. 172, Table 6.8). Upper Saddle River,
NJ: Pearson Education. © 2010.

13. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Influence in Organizations (2 of 5)
•Role of national culture in influence effectiveness
–Understanding diverse cultures, values, and perspectives enhances
sensitivity to what’s important to others and how best to influence them
–Influence tactics must be compatible with social values in the national and
organizational cultures

14. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Influence in Organizations (3 of 5)
•Persuasion skills
–Build credibility
–Don’t begin with a hard sell
–Find common ground
–Develop compelling positions
–Connect with people emotionally
–Create a continuous feedback loop
–Be patient

15. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Influence in Organizations (4 of 5)
•Upward influence
–The ability to influence superiors
–Upward influence styles are combinations of tactics that tend to be used
together
Ingratiation (flattery)
Exchange (offering to trade favors)
Rationality (logic, reason)
Assertiveness (aggression, nagging)
Coalition formation (forming a united front with others)
Upward appeals (appealing to organizational superiors)
–Tactics used are based on your source(s) of power

16. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Influence in Organizations (5 of 5)
•Upward influence
–Upward influence styles: Combinations of upward influence tactics that
tend to be used together
–Four upward influence styles
Shotgun—uses the most influence and emphasizes assertiveness and
bargaining
Tactician—uses an average amount of influence and emphasizes reason
Bystander—uses little influence with superiors
Ingratiator—uses a friendliness strategy

17. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Politics (1 of 4)
•Organizational politics
–Organizational politics are social influence attempts directed at those who can provide
rewards that will help promote or protect the self-interests of the actor
–Common political tactics in organizations
Controlling information
Controlling lines of communication
Using outside experts
Controlling the agenda
Game playing
Image building
Building coalitions
Controlling decision parameters
Eliminating political rivals

18. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Politics (2 of 4)
–Affected by organization culture, individual employees
–More likely to occur in ambiguous, uncertain environments
–Constructive politics are unnoticeable
–A workplace perceived as highly political creates:
Greater job anxiety
Greater intentions to leave
Lower job and supervisor satisfaction
Lower organizational commitment
Lower productivity
More actual political behavior (if employees think they’re in a political environment,
they’ll engage in political behavior themselves)

19. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Politics (3 of 4)
•Causes of political behavior
–Conflict
–Uncertainty
–Scarcity of valued resources
–Inaction (“going along to get ahead”)
–Organizational policies that reward employees who engage in political
behavior or punish those who don’t

20. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Politics (4 of 4)
•Managing organization politics
–Political behavior can be reduced by:
Formal rules and procedures
oClear job expectations
oOpen communication
oManager who confronts poorly behaving employees
oManager who serves as a good role model
Keeping the number of subordinates assigned to each manager at a
reasonable level
Understanding the motivations and aspirations of subordinates

21. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Impression Management
•Impression management
–The process of portraying a desired image or attitude to control the impression
others form of us
–Cues that someone is using impression management

22. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 13.4 Detecting Impression Management
Behaviors
Although it can take a lot of experience and practice to be able to interpret them correctly,
individuals engaging in impression management often display the following involuntary cues
resulting from the emotions and cognitive effort required to manage their self-presentation:
1.Elevated speaking pitch: speaking at a higher pitch as compared to someone telling the truth
112
2.Speech errors: interspersing words with uh, ah, or um
113

3.Speech pauses: allowing greater periods of silence while engaged in a conversation
114

4.Negative statements: using words like no, not, can’t, and won’t
115

5.Eye shifting; looking away rather than at the person to whom they are speaking
116

6.Increased pupil dilation: pupils tend to widen as they would in dim lighting
117

7.Blinking: more frequent blinking
118
8.Tactile manipulation: fondling or manipulating objects with the hands
119
9.Leg fidgeting: leg twitches, foot tapping, and swiveling or rocking when sitting
120

10.Less hand gesturing: “speaking” less with the hands and keeping the head relatively still
121

23. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Behavior in Action (1 of 2)
•After reading the chapter:
–What power(s) does your instructor have?
–What influence tactics does your instructor use to motivate you to learn?
–Describe a time in the last week that someone influenced you to do
something you would not otherwise have done. What influence tactic(s)
did she or he use?
–Is another person’s ethics important to you in your decision to allow that
person to influence you? Why or why not?
–How can you ethically use power, influence, and politics to get a
promotion?

24. Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Behavior in Action (2 of 2)
•After reading the chapter:
–Have you ever tried to influence your boss to do something? What upward
influence tactics did you try? Were you successful? Why or why not?
–Are office politics bad? Why or why not?
–How do you use impression management at work?