©Du Plessis - 2016 Behaviour in organisations – Study Task 5 – Chapter 12-13
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Behaviour in Organisations
Study Task 5
Chapter 12-13
Discuss the uses and abuses of power as well as leadership in organisations. Keep the South African
context in mind, and briefly refer to practical examples where possible
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TAKE NOTE:
*PB = Prescribed Book (Greenberg, J. (2011). Behaviour in organizations (10th ed.). Essex:
Pearson Education Limited)
*RB = Recommended Book (Robbins, S.P., Odendaal, A., & Roodt, G. (2004). Organisational
Behaviour: Global and Southern African Perspectives. Cape Town, Pearson Education South
Africa.)
INTRODUCTION (Chapter 12)
1. Influence
Individuals resort to ***influencing other individuals when they want something done or when they
need the individuals to do somethings for them. ***Influence refers to the attempts to affect
another in a desired fashion, whether or not these are successful. In one way or another,
supervisors seek to change others’ behaviour in a manner that is consistent with organisational
objectives.
1.1 Tactics for Exerting Influence
It is acknowledged that successful managers influence individuals who work under them. See the
table below for techniques they might use to influence others. Which technique is used depends on
the individual manager as well as the organisation. The situation (are you influencing someone who
is at a higher, lower, or similar level than yourself) also plays a role in choosing an influencing
technique. The most popular (appropriate) techniques used in organisations are consultation,
inspirational appeals (usually by the big boss), and rational persuasion. Inappropriate techniques,
such as pressure and legitimating, are usually frowned upon. Pressure is usually used as a follow-up
technique than as a tool for an initial influence attempt. Some techniques such as ingratiation,
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coalition, personal appeal, and exchange are more likely to be used in combination with other
methods.
Technique Description
Rational Persuasion Using logical arguments and facts to persuade one or more others that a
desired result will occur
Inspirational Appeals Arousing enthusiasm by appealing to a target person’s values and ideals
Collaboration Making it easier for someone to agree to a request
Consultation Asking an individual to participate in decision making or planning a change
Ingratiation Getting somebody to do what you want by putting him or her in a good
mood or otherwise getting him or her to like you
Exchange Promising some benefits to a person upon complying with a request
Personal Appeal Appealing to feelings of loyalty or friendship before making a request
Coalition-building Persuading by seeking the assistance of others in a coalition, or by telling
them about the support you already enjoy from elsewhere
Legitimating Calling attention to one’s formal authority to make a request, or verifying
that it is consistent with prevailing organisational policies and practices
Pressuring Seeking compliance by making demands or threats, or otherwise
intimidating someone
1.2 Can Managers Learn to Use Influence More Effectively?
Managers need to be able to influence their people if they are going to be successful. If a manager is
not good at influencing his/her people there is always hope, as influencing is a skill and a skill can be
improved. Managers can learn how to better influence others through workshops and feedback.
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BODY
2. Individual Power: Sources and Uses
First of all ***power is the capacity to exert influence over others.
2.1 Position Power: Influence that Comes with the Office
A great deal of power people have in their organisations comes with their job title or specific job that
they hold. ***Position power is the power based on one’s formal position in an organisation.
There are four bases of position power.
2.1.1 Legitimate Power
This is the power an individual has because of his/her position in the organisational
hierarchy, or the accepted authority of one’s position. This type of power covers a relatively
narrow range of influence, and it may be inappropriate to overstep these bounds. Legitimate
power applies only to the behaviours that are recognised and accepted as appropriate by
the parties involved.
2.1.2 Reward Power
This kind of power base is derived from an individual’s capacity to administer value rewards
to others, i.e. the power to control the rewards others want to receive.
2.1.3 Coercive Power
This kind of power base is derived from the capacity to administer punishment to others.
Although most people don’t like using threats, it is fact in organisational life that many
people rely on them. In organisation, implied threats of suspension without pay and
reassignment to undesirable duties may enhance the coercive power of managers.
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2.1.4 Information Power
This power is the extent to which a supervisor has power by virtue of the information
available to him or her. Traditionally, people in higher positions have access to unique
sources of information that are unavailable to others (company performance, market
trends). With so much information available today it is a possibility that information power
may be losing its ground as potent source of influence. Some information is still very
confidential and should be kept that way.
2.2 Personal Power: Influence that comes from the Individual
There is also power that is not based on an individual’s position in organisation, but rather the
power that one derives of one’s individual qualities or characteristics, known as ***personal
power. There are four basic types of personal power:
2.2.1 Rational Persuasion
Rational persuasion is a key tactic for exerting influence and when it is used effectively and
repeatedly, is can be used to acquire personal power. Individuals who are truly expert at
influencing others through the strength of their logic and by means of an effective style for
delivering their arguments, often acquire power over others. They can also gain power
within their organisations.
2.2.2 Expert Power
This type of power lies in expertise. It is the individual power base derived from an
individual’s recognized superior knowledge, skills or abilities in a certain area. When people
believe that you know what you are doing, you have power over them because they are
inclined to do what you say.
