BUS 272 Chapter Notes - Chapter 13: Theories Of Political Behavior, Ingratiation, Organizational Commitment

• School: Simon Fraser University
• Department: Business Administration
• Course: BUS 272
• Professor: Bill Scott

Document Summary

Power: capacity that a has to influence that behaviour of b, so b acts in accordance with a"s wishes: function of dependence, the greater b"s dependence on a, the greater a has power over b, example: money. Official leaders have power: unofficial leaders rely on alternative sources of power. Power does not require goal compatibility, merely dependence: power requires lateral, downward, and upward influence, tactics for great compliance, can use power to control other individuals or groups. Leader requires some congruence between the goals of the leader and those being led: downward influence on followers, minimal lateral and upward influence, emphasizes style (support, concentrates on individual leader"s influence. Formal power: based on an individual"s position in an organization; ability to coerce, reward, formal authority. Coercive power: depends on fear of negative results from failing to comply, threat of application, restriction of movement, withholding basic physiological or safety.