Expert answer:Organizational behavior, Five bases of Power, mana
Answer & Explanation:They are coercive power, reward power, legitimate power, expert power and referent power.What is the most effective type of power?What is the lest effective type of power?Looking for an answer in about 125 or so word pleasechapter_12.docx
chapter_12.docx
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e Organizational Behavior: A Practical, Problem-Solving Approach, 1e
ISBN: 9781259188411 Author: Angelo Kinicki
Copyright © McGraw-Hill (2016)
eBook Collection
outcomes proces ses input s
12
MAJOR TOPICS I’LL LEARN AND QUESTIONS I
SHOULD BE ABLE TO ANSWER
12.1 POWER AND ITS BASIC FORMS
MAJOR QUESTION: What are the basic forms of
power and how can they help me achieve my
desired outcomes?
12.2 POWER SHARING AND EMPOWERMENT
MAJOR QUESTION: How can sharing power increase
my power?
12.3 EFFECTIVELY INFLUENCING OTHERS
MAJOR QUESTION: How do my infl uence tactics
aff ect my personal eff ectiveness?
12.4 POLITICAL TACTICS AND HOW TO
USE THEM
MAJOR QUESTION: What are the many forms of
politics, and how can understanding them make me
more eff ective at school, at work, and socially?
12.5 IMPRESSION MANAGEMENT
MAJOR QUESTION: Do I seek only to impress, or to
make a good impression?
POWER, INFLUENCE,
AND POLITICS
How Can I Apply These to Increase
My Effectiveness?
INTEGRATIVE FRAMEWORK FOR
UNDERSTANDING AND APPLYING OB
Power, infl uence, and politics are some of the most
common means by which you aff ect the behavior of
others and they aff ect yours. Learning these tools will
increase your eff ectiveness in managing individual,
group, and organizational level outcomes.
PERSON FACTORS
ENVIRONMENTAL
CHARACTERISTICS
INDIVIDUAL LEVEL
GROUP/TEAM LEVEL
Power, Influence, and Politics
ORGANIZATIONAL LEVEL
INDIVIDUAL LEVEL
GROUP/TEAM LEVEL
ORGANIZATIONAL LEVEL
Reproduction prohibited without permission of the authors.
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved.
winning at
work
MAKE MEETINGS WORK FOR YOU
4. Set a time limit. Some experts
suggest that meetings be limited
to no more than 45 minutes.
There are at least two benefits to
this practice: (1) people typically
schedule calendar items on the
hour, and a 45-minute limit gives
them time to get to and prepare
for their next appointment; and
(2) tasks expand to fill the time
you give them (45 minutes will
help keep you disciplined and
on task).4
5. Experiment. For instance, if you typically do two
meetings a week, or four per month, then try cutting
that number in half. Doing more, or even the same, in
fewer meetings is a benefit for everybody. Try it.
6. Be concise. Tell everybody that you expect concise
comments that are on topic, and reinforce this by
modeling the same behavior.
7. Marry complaints with solutions. Establish the
expectation that if somebody raises an issue or complaint
that they must also provide a potential solution.
8. Stick to a schedule. Start on time and end on time.
“If you had to identify, in one word,
the reason why the human race
has not achieved, and never will
achieve, its full potential, that word
would be ‘meetings.’”1 This cynical
and funny quote resonates with
employees everywhere. You’ve
probably never heard, nor ever will
hear, somebody pleading for more
meetings. One estimate is that the
average worker spends four hours
a week in meetings and feels that at
least half that time is wasted.2 Even worse, a sample of
CEOs revealed that they spend on average 18 hours per
week in meetings.3 Yet despite the pain, we know that
people need to meet, and when managed effectively,
groups and teams of people can accomplish great things.
We therefore give you some practical tools to get the most
out of your meetings, colleagues, and your time. And in
the process everybody will appreciate you even more.
LET’S START WITH COMMON COMPLAINTS
Three of the most common complaints are that
meetings:
1. Are unnecessary.
2. Don’t accomplish much.
3. Are too long. Smartphones only make this worse, as
people are commonly distracted (busy texting) until
they are asked to speak.
WHAT TO DO
1. Make and distribute an agenda. Do more than simply
state purpose, day, time, and location. Also tell
participants specifically what they need to do to prepare.
2. Set and communicate a goal for the meeting. Tell
participants in advance, and when you convene, what
the end will look like. Explain what you want to
accomplish by the time you conclude the meeting,
such as a decision or plan of action.
3. Assign responsibilities. Assign roles and
responsibilities for the meeting itself, and then
verbally assign expectations for who is to do what as
follow-up or next steps.
FOR YOU WHAT’S AHEAD IN THIS CHAPTER
The purpose of this chapter is to give you a survival kit
for the rough-and-tumble side of organizational life.
We do so by exploring the interrelated topics of power,
empowerment, influence and persuasion, organizational
politics, and impression management. These topics are
in the group and team section of the book because
they are about influencing others—individuals and
groups. They also are important group-level processes
in the Integrative Framework for Applying and
Understanding OB. We will help you understand that
how you influence others impacts their response and
your effectiveness. The appropriate, skilled, and
ethical use of the knowledge in this chapter will not
only help set you apart from your peers, but also close
the gap between you and those with more experience
and bigger titles.
404 PART 2 Groups
major question
12.1 POWER AND ITS BASIC FORMS
MAJOR QUESTION
What are the basic forms of power and how can they help me
achieve my desired outcomes?
THE BIGGER PICTURE
You try to influence people all day, every day of your life, sometimes with great effort and other
times without even being aware. And others are doing the same to you. To influence people,
you draw on various types of power. Depending on the situation, you might simply tell the person
to do what you want (such as if you’re his or her manager), or you might inspire the person
with your charismatic personality and persuasive prowess (such as if you’re his or her coworker).
How you choose to influence others, what types of power you use, can have important implications
for how they respond. We will help you understand what the different types of power are
and how they generate different responses in others. Such knowledge can make you more
effective at managing outcomes across the levels of the Integrative Framework for Understanding
and Applying OB.
Power is defined as the ability to marshal human, informational, and other
resources to get something done. Defined this way, power is all about influencing
others. The more influence you have, the more powerful you are, and vice versa. The
term power commonly evokes mixed and often passionate reactions. To skeptics,
Lord Acton’s time-honored declaration that “power corrupts and absolute power
corrupts absolutely” is truer than ever. However, like it or not, power is a fact of life
in modern organizations. According to one management writer,
Power must be used because managers must influence those they depend on.
Power also is crucial in the development of managers’ self-confidence and
willingness to support subordinates. From this perspective, power should be
accepted as a natural part of any organization. Managers should recognize and
develop their own power to coordinate and support the work of subordinates; it is
powerlessness, not power, that undermines organizational effectiveness. 5
To make our discussion of power more practical, we distinguish between five
common forms or bases of power.
Five Bases of Power
A popular and useful distinction is made between five bases of power: legitimate,
reward, coercive, expert, and referent. (See Figure 12.1.) Each involves a
different approach to influencing others and has advantages and drawbacks.
Let’s learn more.
Legitimate Power This base of power is what most people think of as authority
and is anchored to one’s formal position. Thus, managers who obtain compliance
Power, Influence, and Politics CHAPTER 12 405
primarily because of their formal authority to make decisions have legitimate
power. Legitimate power may be expressed either positively or negatively.
• Positive legitimate power focuses constructively on job performance.
EXAMPLE The HP board utilized this form of power when it ousted CEO Mark
Hurd for inappropriately using company funds and sexually harassing a contractor
with whom he had an affair.6
• Negative legitimate power, in contrast, tends to be threatening and demeaning
to those being influenced, if not simply an exercise in building the power holder’s
ego.
EXAMPLE Many US politicians have used their legislative position power to
name various “monuments” after themselves, from the Charles Rangel Center for
Public Service (New York) to the Ted Stevens Airport (Alaska). The late Robert
Byrd from West Virginia had more than 30 monuments named after him. 7
Yet other instances of legitimate power or authority mix positive and negative
aspects. Can you think of an example?
Reward Power Individuals or organizations have reward power if they can
obtain compliance by promising or granting rewards. Pay-for-performance plans
and positive reinforcement practices attempt to exploit reward power.
EXAMPLE When Exide Batteries provided quality products and services that
were attractive to Walmart, it was rewarded with more than $100 million of annual
business. But when Walmart withdrew its business and went to a competitor, Exide
was forced into bankruptcy.8
Coercive Power The ability to make threats of punishment and deliver actual
punishment gives an individual coercive power.
EXAMPLE The Federal Trade Commission filed and won a lawsuit against Roll
International, the owner of popular beverages Fiji Water and Pom Wonderful. The FTC
charged that the company made false health claims about the pomegranates in its Pom
Wonderful juice. The company must now stop making such claims about its products. 9
Expert Power Valued knowledge or information gives an individual expert power
over those who need such knowledge or information. The power of supervisors is
FIGURE 12.1 THE FIVE BASES OF POWER
five bases of power
Legitimate
Reward
Coercive
Referent
Expert
406 PART 2 Groups
enhanced because they know about work assignments and schedules before their
employees do.
EXAMPLE Consulting firm Promontory Financial Group is composed mainly of
former government regulators of the US financial industry, such as Mary Shapiro,
former head of the Securities and Exchange Commission. The firm helps banks
challenge rules and influence reforms, such as the Volker Rule that, among other
things, puts curbs on risky trading by banks. One bank executive said that “they
sometimes hired Promontory to appease regulators, who think highly of the firm’s
expertise.” Given that the executives at Promontory are themselves former
regulators, it is no surprise they have the knowledge to influence today’s regulators.
However, they boost their expert power significantly by also drawing heavily on
their relationships or referent power from their previous positions in government. 10
This issue is much bigger than the Promontory Group, as a recent report by
the Sunlight Foundation indicated that the number of “lobbyists with former
government experience has nearly quadrupled since 1998. . . . Those revolving
door lobbyists, mostly from Captial Hill, accounted for nearly all of the huge growth
in lobbying revenue during that period, which increased to $1.32 billion [in 2012]
from $703 million in 1998.”11
Referent Power Referent power comes into play when one’s personal characteristics
and social relationships become the reason for compliance. Charisma is commonly
associated with referent power, but one does not need to be the life of the party to
possess referent power. In Asian cultures, for instance, characteristics such as age, gender,
or family name are sources of social status and referent power. One often-overlooked and
underestimated source of referent power is your network of relationships.
EXAMPLE Say a coworker calls and asks if you can help her with a project. You
tell her that you don’t have the knowledge or skill yourself, but that Susan, a member
of another department who you happen to know, can provide the help your coworker
requires. You make the introduction. Because you introduced your coworker to
somebody who helped her, you have referent power by virtue of your relationships.
Referent power drives the success of a number of marketing schemes, as with companies
like Tupperware and MaryKay, which use independent contractors to throw
home parties to display and sell goods to friends and families. More recently, the
solar power industry is using referent power (including companies like SunWize,
SmartPower, and SolarCity) to expand its business. Like Tupperware, they assume
that “the best sales people are often enthusiastic customers willing to share their experiences
with friends and neighbors—and perhaps
earn a referral fee on any sales that result.”12 The solar
companies have found that this approach is both an
easier and more effective means for finding new customers.
This shows that people are more trusting of
and therefore more easily influenced by people they
know.
One’s reputation is another example of referent
power. Many companies hire new CEOs, in part, to reap
the benefits of the executive’s reputation. Ford Motor
Company, for example, hired Alan Mulally as CEO because
of his stellar reputation and success at Boeing.
Now that you’ve learned about the five bases of
power, complete Self-Assessment 12.1 to identify
which bases of power you commonly use. Answering
the associated questions will help you understand
how the various forms of power can both help and
hurt you when trying to influence others.
Some residential solar companies are using the referent power of
customers’ relationships (e.g., their families and friends), to market
and sell their products via home parties, like Tupperware and
MaryKay have done successfully for years.
Power, Influence, and Politics CHAPTER 12 407
Position v. Personal Power
The first three (legitimate, reward, and coercive) are often referred to as position
power because the source of influence is associated with a particular job or
position within an organization. Managers, for instance, have legitimate, reward, and
coercive power because they control your pay, your work assignments, and your evaluations.
In contrast, expert and referent are forms of personal power, as they are
sources of influence that you possess independent of your position or job. (See
Figure 12.2.) These two general sources of power frequently collide when you are
promoted and then must manage the people who just yesterday were your peers.
Such transitions are especially important and difficult for you to manage. The following
Example box offers good advice.
SELF-ASSESSMENT 12.1 How Much Power Do I Have?
Go to connect.mheducation.com and take Self-Assessment 12.1 to learn which bases of
power you use.
1. Which of the five bases of power do you use the most?
2. Describe how this form of power helps you at school, at work, and socially.
3. Which of the five bases do you have the least of? What are the implications for
you at school, at work, and socially?
4. What two specific things can you do to increase your expert power? Two things to
increase your referent power?
Copyright © 1989 by the American Psychological Association. Adapted with permission from T. R. Hinkin
and C. A. Schriesheim, “Development and Application of New Scales to Measure the French and Raven
(1959) Bases of Social Power,” Journal of Applied Psychology, 74(4), 1989, 567.
FIGURE 12.2 BASES OF POWER: POSITION AND PERSONAL
position & personal
Referent
Legitimate Expert
Reward
Coercive
Personal
Power
Position
Power
EXAMPLE From Teammate to Manager: Taking Charge
If you’ve been promoted to lead your group, you suddenly have more legitimate power. But to be an effective
leader,
you need to exercise that power carefully in a way that doesn’t alienate but motivates your former coworkers. This
applies
at all levels of organizations, including the executive suite. For instance, Satya Nadella confronted such challenges
when he became CEO at Microsoft. Mr. Nadella’s position power increased when he assumed the CEO role, which
makes him every employee’s boss, including other executives who were until then his peers. 13 This was not easy, as
408 PART 2 Groups
Power, but for What Purpose?
Asserting or using power is a necessary and sometimes even subconscious part of
our lives. However, what we often overlook or don’t consider directly are the potential
outcomes of our efforts to influence others. People tend to have three primary
reactions to our attempts to manage and otherwise influence them—resistance, compliance,
and commitment.
• Resistance. Of course, you know what resistance is. But have you ever thought
of the many forms and degrees? People can simply be indifferent, be passiveaggressive,
or actively resist to the extent of purposefully undermining you or
even sabotaging your efforts. The degree and form of resistance thus matter.
• Compliance. Those who comply do only what is expected, nothing more. They
do what is required and exert no extra effort and provide no extra input.
• Commitment. Those who are committed “drink the Kool-Aid.” They believe in
the cause and often go above and beyond to assure its success.14
As you can see, these outcomes are different and the differences matter! One thing
that certainly can affect others’ responses is how ethically or responsibly you utilize
any form of power.
Using Power Responsibly, Ethically, and Effectively Leaders who do not use
their power responsibly risk losing it. This has been shown time and again in political
uprisings and the ouster of government leaders, as well as the persistent waves of
scandals in business and resulting downfalls of executives. For managers who want to
avoid such problems and wield power responsibly, a step in the right direction is understanding
the difference between commitment and mere compliance. Responsible
managers strive for using power for the good of others, rather than simply using it for
personal gain. Former NATO commander General Wesley Clark put it this way:
Sometimes threatening works, but it usually brings with it adverse consequences—like
resentment and a desire to get even in some way. People don’t like to be reminded
that they are inferior in power or status. And so, in business, it is important to motivate
through the power of shared goals, shared objectives, and shared standards. 15
some of these executives left Microsoft, while others were promoted. Mr. Nadella, and most anybody who is
promoted
to a management position, would benefit from the following advice on how to influence their former peers who
are now
subordinates:
1. Don’t show off. It might be tempting to strengthen your leadership role with an aggressive, dominating style,
overseeing
every detail. But that approach stirs resentment.
2. Do accept responsibility. Trying to stay buddies with group members will undermine your ability to get the job
done and will erode respect for you and your ability to handle the position. Collaborate when it’s the best way to
accomplish goals, not to save a friendship.
3. Do your homework. Work with your new supervisor to define goals for yourself and your team. Strengthen your
network of mentors to improve your management skills. Meet with your staff to go over your vision and
expectations.
Setting a direction for the team enhances your credibility (expert power).
4. Pay attention to team members’ concerns. Show them how meeting the group’s goals will put them on track
toward
meeting their own needs.
YOUR THOUGHTS?
1. What do you think would be the greatest challenge to being promoted and having to manage your peers?
2. Consider, for example, if you suddenly were responsible for grading classmates. Explain how you would apply
the
four recommendations given above.
As General Clark describes, somet …
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