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Power and Social Influence

Chapter 8

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Definitions of Power and Social Influence

Social Influence Attempts to affect or change other people

Power Capacity or ability to change the beliefs, attitudes, or

behaviors of others

Compliance vs. Acceptance

Social Influence Normative influence Informational influence

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Definitions of Power and Social Influence

ConformityAsch’s conformity study (1955)

Group pressure can lead to bad judgments

No direct pressure

Informational influence

Group size and unanimity

Cohesive groups

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Definitions of Power and Social Influence

ObedienceMilgram (1974)

Obedience influenced by: Legitimacy of authority figure

Proximity of authority figure

Proximity to victim

Presence of someone who disobeyed

Obedience occurs without punishment or reward

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Types of Power Bases of Power

Personal or soft power Expert Referent Informational More effective than positional power

Positional or harsh power Legitimate Reward Coercive

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Types of Power

Influence Tactics Use depends on:

Target

Objective

Vary by: Directness

Cooperativeness

Rationality

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Power Dynamics

Status and the Corrupting Effect of Power

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Power Dynamics Unequal Power in a Team

Cause: Status Differences

Effects: Mistrust Uneven communication Poorer decision-making Less satisfied and motivated members Conflicts

Resolve using group norms

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Power Dynamics Minority influence

ConsistencySelf confidenceBelief in autonomyRelationship to group

Impact of InterdependenceTask interdependence

Effective if have autonomy

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Empowerment

Dependent on organization’s willingness to share information and power with employees

Benefits Employees:

Motivation Sense of responsibility Confidence

Company: More effective teams Greater organizational commitment Increased employee acceptance of change

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Empowerment Degrees of Empowerment Programs

Depends on: External leaders Responsibility given to team Human resources practices Social structure of the team

Approaches to promote empowerment Sharing information is minimum requirement Breadth of empowerment activities

Job content, job context

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Empowerment

Successful Empowerment Programs

Limited by managerial beliefs about power

Solution: Involve supervisors in design of empowerment programs

Evaluate and define supervisors’ responsibilities

Additional training as team leaders

Related to organization’s structure and culture Decentralization Formalization at higher levels

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Application: Acting Assertively Power Styles

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Application: Acting Assertively

Use of Power Styles

Best approach varies on situation

Differences in power style often attributed to:

Personality

Gender

Race

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Application: Acting Assertively

Encouraging AssertivenessActive ListeningPositive RecognitionClear ExpectationsSaying “no”Assertive Withdrawal

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