39 pages
Power is a pervasive part of the fabric of organizational life, used by both managers and non-managers. A person's success or failure in using or reacting to power is determined by understanding power, knowing how and when to use it, and being able to anticipate its probable effects. This chapter explores the concepts of power, influence, politics, and empowerment in organizational settings.
Power is the capability to influence, while influence is power in action; both are essential in organizational settings
Power is relational and exists only between people or groups, not in isolation
Five interpersonal power bases exist: legitimate, reward, coercive (organizational); expert and referent (personal)
Structural power comes from resources, decision-making authority, and information control
Powerlessness affects different organizational levels differently, with specific symptoms and sources for first-line supervisors, staff professionals, and top managers
Empowerment enhances self-efficacy by removing conditions that foster powerlessness through a five-stage process
Subunit power is influenced by three strategic contingencies: coping with uncertainty, centrality, and substitutability
The illusion of power demonstrates that perceived power can be as influential as actual power
Political behavior is a fact of organizational life and can be used to resist authority, build power bases, defeat rivals, or bring about change
Nine influence tactics vary in effectiveness: inspiration and consultation lead to highest commitment; pressure and coalition tactics generate most resistance
Impression management is universal but creating false impressions damages credibility
Ethical use of power requires satisfying criteria of utilitarian outcomes, individual rights, distributive justice, and consideration of overwhelming factors
Effective power use requires recognizing multiple interests, assessing positions, understanding strategies, and building sufficient power to overcome opposition