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POWER & POLITICS, Effective in influencing work performance,…

- - - - The more people rely or depend upon the powerful person, the more powerful that person becomes
  - - - Leadership: require
      - Power: not require
    - - Power: downward influence on followers
      - Leadership: lateral & upward
    - - Power: tactics for securing compliance
      - Leadership: emphasize style - how supportive should be & how much decision making should be shared
  - - - Coercive Power
        
        Fear of the negative results from failing to comply (fear of punishment)
        
        comes also from withholding key information (ppl have data or knowledge others need -> other depends on them)
      - Reward Power
        
        Ability to distribute reward that others view as valuable (financial & nonfinancial)
      - Legitimate Power
        
        person’s position in the formal hierarchy of organisation
        (acceptance of the authority of a position by members of an organization.)
    - - Expert Power
        
        expertise, special skills, or knowledge
      - Referent Power
        
        identification with a person who has
        desirable resources or personal traits
        (admire)
    - - depends on perceptions and characteristics of the dependent
      - Referent power can be an especially powerful motivator.
  - - - The greater B’s dependence on A, the more
        power A has over B
    - - Importance
        
        degree of importance of what you have
      - Scarcity
        
        scarce --> high bargaining power
      - Nonsubstitutability
        
        fewer viable substitutes for a resource, the more power control that resource provides.
  - - - Legitimacy. authority position or saying that a request is in accordance with organizational policies or rules.
      - Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
      - Increasing support by involving the target in deciding how to accomplish your plan.
      - Exchange. Rewarding the target with benefits or favors in exchange for agreeing to a request
      - Personal appeals. Asking for compliance based on friendship or loyalty
      - Ingratiation. Using flattery, praise, or friendly behavior prior to making a request
      - Pressure. Using warnings, repeated demands, and threats
      - Coalitions. Enlisting the aid or support of others to persuade the target to agree.
      - Presenting logical arguments and factual evidence to
        demonstrate that a request is reasonable.
    - - Automatic processing
        
        relatively superficial consideration of evidence and information that takes little time or effort and makes use of heuristics
      - Controlled processing
        
        detailed consideration of evidence and information relying on facts, figures, and logic.
      - Need for cognition
        
        personality trait of individuals depicting the ongoing desire to think and learn.
    - - Political skill: ability to influence others to
        attain their own objectives
      - Should fit to the organisational culture --> more influence
  - - - any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.
- - - - Reactive
        
        Believe that it involves engaging in destructive and manipulating behaviors
        (not good)
      - Reluctant
        
        viewing it as a necessary evil
        (not good but still acceptable because it's necessary)
      - Strategic
        
        view politics as a useful way of getting things done
      - Integrated perception
        
        viewing politics as central to the reality of decision making
  - - - • High self-monitors
      - • Internal locus of control
      - • High Machiavellian personality
      - • Organizational investment
      - • Perceived job alternatives
      - • Expectations of success
    - - • Reallocation of resources
      - • Promotion opportunities
      - • Low trust
      - • Role ambiguity
      - • Unclear performance evaluation system
      - • Zero-sum reward practices
      - • Democratic decision making
      - • High performance pressures
      - • Self-serving senior managers
  - - - Voice: informal, discretionary communication of suggestions, concerns, or opinions
      - Silence: discretionary withholding of suggestions, concerns, or opinions
  - - - What is the utility of engaging in politicking?
      - How does the utility of engaging in the political behavior balance out any harm (or potential harm) it will do to others?
      - Does the political activity conform to standards of equity and justice?