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Power, Politics, and Leadership
What is Power?
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Sources and Types of Power ,[object Object],[object Object],[object Object],[object Object],[object Object]
Power stemming from being close to power 7 Power stemming from managing critical problems 6 Power derived from capitalizing upon opportunity 5 Power stemming from providing resources 4 Power stemming from ownership 3 Power stemming from characteristics of the  person  ( Personal power ) 2 Power granted by the organization ( Position power ) 1 Types and Sources of Power S. No.
Position Power:  Most obvious and important ,[object Object],[object Object],[object Object],[object Object]
Position Power:  Most obvious and important Information Power:  the power stemming from formal control over the information people need to do their work. The sales manager who control sales leads holds considerable power. 4 Coercive Power::  the power to punish for noncompliance; it is based on fear. 3 Reward Power:  the authority to give employees rewards for compliance is referred to as reward power. 2 Legitimate Power : the lawful right to make a decision and expect compliance is called legitimate power. 1 Source of Position Power S. No.
Personal Power ,[object Object],[object Object],[object Object],[object Object],[object Object]
Personal Power ,[object Object],[object Object],[object Object]
Personal Power ,[object Object],[object Object],[object Object]
Power Stemming from Ownership ,[object Object],[object Object],[object Object],[object Object]
Power Stemming from Providing Resources ,[object Object],[object Object],[object Object]
Power Stemming from Capitalizing on Opportunity ,[object Object],[object Object],[object Object]
Power Stemming from Managing Critical Problems ,[object Object],[object Object],[object Object]
Power Stemming from Managing Critical Problems ,[object Object],[object Object]
Factors that Contribute to Organizational Politics ,[object Object],[object Object],Disagreements that prevent rational decision making 6 Machiavellian tendencies 5 Emotional insecurity 4 Environmental uncertainty and turbulence 3 Subjective standards of performance 2 Pyramid-shaped organization structure 1 Factors contributing to political behavior in organizations S. No.
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Political Tactics and Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Political Tactics and Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1. Strategies and Tactics aimed Directly at Gaining Power
Political Tactics and Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2. Strategies and Tactics Aimed at Building Relationships
Political Tactics and Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Political Tactics and Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dysfunctional Political Tactics and Strategies
Exercising Control over Dysfunctional Politics ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exercising Control over Dysfunctional Politics ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
Building Relationships with Superiors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building Relationships with  Co-Workers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Practical Tips for Managing Organizational Politics ,[object Object],[object Object],[object Object],[object Object]

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5 Power, Politics, And Leadership

  • 1. Power, Politics, and Leadership
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  • 6. Power stemming from being close to power 7 Power stemming from managing critical problems 6 Power derived from capitalizing upon opportunity 5 Power stemming from providing resources 4 Power stemming from ownership 3 Power stemming from characteristics of the person ( Personal power ) 2 Power granted by the organization ( Position power ) 1 Types and Sources of Power S. No.
  • 7.
  • 8. Position Power: Most obvious and important Information Power: the power stemming from formal control over the information people need to do their work. The sales manager who control sales leads holds considerable power. 4 Coercive Power:: the power to punish for noncompliance; it is based on fear. 3 Reward Power: the authority to give employees rewards for compliance is referred to as reward power. 2 Legitimate Power : the lawful right to make a decision and expect compliance is called legitimate power. 1 Source of Position Power S. No.
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