Book Review Classic Readings in Organizational Behavior
Power and Influence
Power
Power and influence is central to leadership, but these factors are not integrated. In chapter 6 the author describes power as any force that results in behavior that would not have occurred if the force had not been present (p. 405). He describes the processes of power as pervasive, complex, and often disguised in our society. It is a process that starts with influence and leads to psychological change such as behavioral, attitudes, values and opinions. This psychological change occurs with the gradual altering of the state of the system. The authors also looked at social influence and power and how they affect the individual. Social power on the other hand is the strength of power of others (O) to influence the individual (P) (p. 395- 398). Power gives a person, team or organization the authority to influence others. Emerson (1962) stated that power exists only when there is an unequal relationship between two people-where one of the two is dependent upon the other (p. 370).
Power and authority in the organization is seen as almost similar. In most organizations authority is viewed as one source of power, a power that is at all levels, not just from a top-down direction. Ott describes one such form of power as authority-based power (p. 381).
There is direct relation between the organization and the environment, and Salancik and Pfeffer believes that power is essential to the organizations functional needs. They also felt that power is shared because it is necessary to do so rather than due to the organizations development principles or participation democracy (p. 383). Similarly, Denhardt also held the views of shared power where power comes not from one person, but shared with others (equalized power) (Denhardt, p. 214).
The bases of power is the relation between O and P (othersindividual). It includes both the sources from which power is derived and the contingencies. The model assumes that Os power comes from five different bases, legitimate, reward, coercive, expert, and referent power.
Legitimate power is the use of formal authority to influence others, such as the action of a supervisor. This legitimate power of OP is the internal value in P dictating that O has legitimate right to exert influence over P and P is obliged to adhere. (p. 400). Reward power is based on an individual who is able to control allocation of valued rewards by others, and the removal of negative sanctions. Expert power originates from within the individual. The individual possesses knowledge or skills that others value. It is the perception with which P attributes to O within a given area. Referent power is the respect by others for another person in authority liked by others or identify with them It comes from within the individual and is similar to expert power. Referent power of OP is a feeling of oneness between P and O. This is the attraction of P the employee for O the supervisor (p. 401). Coercive power is able to apply punishment, and employees are threatened into submission. In this case O uses rewards to manipulate P to get the work done (p. 398-399). Denhardt in addition to addressing the bases of power also stated power is seen as the empowerment of others with the approval of individuals higher up in the organization (dominant coalition) (Denhardt, 2009, p. 215).
Ott in the text covered the importance of communication, which is central in social psychological theory. Communication is the vehicle by which interpersonal influence is exerted. There would be no place for group norms, organized group action or group goals except for the benefits of individuals being able to communicate with other (p. 390). Denhardt (2009) also addressed the importance of communication to leadership and management of the organization. Denhardt (2009) also highlighted the use of the communication process to analyze the barriers to communication which most times are due to misunderstanding between the people involved.
Interpersonal and intergroup relations are also essential in discussing power and influence, the student-parent, teacher-parent and student-teacher relationships are central to the communication process. For example, the knowledge of asymmetrical power is vital process to create understanding, behaviors, attitudes and teacher and parental behaviors (p. 391). Denhardt (2009) similar to Ott also addressed the types of communication, such as face to face, and non- verbal.
Influence
Managers attempt to influence the behavior or attitude of others. They usually use only a certain level of influence because of insufficient power to take stronger action. Taking stronger action would require changes from the top of the organization. Managers who successfully acquire sufficient power to manage their employees usually have certain characteristics. These include sensitivity to legitimate behavior in the acquisition and utilization of power, and development of different and varying types of power. Managers also acquire more power by applying all their existing resources and power to gain more power. Influence tactics is an operating norm within the organization. There are several different types of influence tactics such as information control, silent authority, ingratiationimpression management, assertiveness, coalition formation, upward appeal, persuasion, and exchange.
Leadership
The definition of leadership is the process of influencing, motivating and enabling others to contribute to the growth of a successful organization, its employees and the broad group goals. Leadership however does not stand alone but part of the larger organizational behavior.
Behavioral theorists over decades have sought to define leadership. It is therefore not surprising that they have come up with different ways to define it, even though the underlying meanings are the same. The text states that leadership cannot be bestowed upon a person by a higher authority. In chapter 3, the author also points out that the role of manager and leader are not interchangeable. To be an effective manager, an individual should be a leader and that in some cases leaders become managers (p. 163).
There are several different leadership style theories, such as transformational, transactional, and situational or contingency approaches. The transactional leadership is task-focused. Leadership is seen as functions and roles which are created by the interaction between more than two individuals. Transformational leadership styles are visionary. The leader creates the vision, motivates, provide the resources and influence managers to fulfill the visions (p. 165). Transformational leaders are charismatic because their leadership style is based on the compelling personality of the leader rather than on formal position (p. 164). Situational or contingency approaches occur with the cooperation between employees and employers decision to assess a situation. The law of the situation as it is called, is issued by either the employee or employer to each other.
The organizational culture was also addressed. These are the company norms that are likely unique to the organization. It is important that employees understand this culture, because it will be one of the standards on which they will be assessed. The two central roles of corporate culture are to provide members with venues to understand and explain events and symbols. Culture is also the embodiment of the values justifying why some behaviors are acceptable over others. Strong corporate cultures cause employees to commit themselves to the organization by closely identifying themselves personally and very closely to the success of the organization.
Conclusion
Organizational behavior embodies all spectrum of the organization, of which its leaders are a central focus. It includes their power and influence, their leadership styles, authority, communication systems at the corporate level, and corporate culture. These are all central to the leaders role in the organization, and the interrelationship with the employees.
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