Bases of Power, Power Tactics, Using Power Effectively, Empowerment

1. Understanding Power Tactics
PGDM (2013-15) Term-II
Dynamics of Group Behavior
Session-7
Dr. V. Ekkirala

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:
 Centrality: Strategic relevance and interdependency of a function/group
 Ability to cope with uncertainty: The degree to which a function or group is
capable of reducing uncertainty or able to manage contingencies/problems.
 Non-substitutability: Scarcity of skill or indispensability of a group or function to
the organization.
 Ability to control & generate resources: Ability to control the allocation of
resources and to the capacity to create or add value.
S-7: Understanding Power Tactics - Dr. V. Ekkirala
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3. Bases of Power
• Formal Power: Positional power or authority. Forms of formal power:
Legitimate Power: Exercised through organizational position.
 Reward Power: The power to use rewards to control others.
 Coercive Power: The power to deny rewards and administer punishments
 Information Power: The power to access/control/use information.
• Personal Power: Individual power independent of formal position:
 Expert Power: Possession of knowledge, special skill or expertise.
 Referent Power: Based on admiration, respect and reputation.
 Charismatic Power: Magical influence of persona, attraction and emotional appeal.
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4. Power Tactics ¹
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 target’s support through involvement and
participation in decision making.
• Personal appeals: Appealing to friendship/loyalty to elicit support.
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5. Power Tactics…
• 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.
• Manager’s success lies in acquiring and using power effectively.
• John Kotter’s guidelines for managers ²:
 Use power in ethical ways (utilitarian outcomes, individual rights &
distributive justice).
 Understand & use various types of power & influence (compatibility)
 Seek jobs that allow you to develop your power skills
 Use power tempered by maturity & self-control (power is not an end in
itself).
 Accept that influencing people is an important part of managerial job.
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7. Empowerment ³
• 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 ⁴:
 Meaning: Experienced meaningfulness of work. Fit between task-role and the
employee’s values and beliefs.
Competence: Self efficacy or belief that one has the ability to do the job well.
Self-determination: Autonomy at workplace. Feeling of independence.
Impact: Significance of tasks. Sense of significant impact on organization
through their work contribution.
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8. Empowerment…..
• Empowerment increases commitment and performance and
minimizes job stress ⁵.
Guidelines to empower others ³:
• 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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