The power relationship is the contest for political action and encompasses the most . (vi) “Power is a capacity that 'A' has to influence the behaviour of 'B' to do . The only difference between party and organizational politics is in the subtlety assesses it realistically, and is willing to risk his personal esteem to influence others. In the power relations among executives, the so-called areas of common. Influence -- This refers to the outcome of an attempt to change someone's behavior Politics -- The pursuit of self-interest in an organization to protect or further.
Cairns notes that specific workplace behaviors — exercises of political skill — give you both power and influence.
Power and Politics, Textbook, Workbook | Courseware
And they're not devious or bad; in fact, they'll make things go better not only for you but for others: Actively work to reduce tension and to make other comfortable. Work on your communication skills. Connect with others beyond your workgroup.
Don't be invisible to your bosses; telling them what you've accomplished isn't bragging, it's communicating. Listen deeply to others, so you'll not only understand what they're saying, but what they're feeling.
When you begin working on the items in this list, you may think you're not very good at it. You may not be.
Legitimate power depends on organizational position and authority. It refers to the power conferred by a person's organizational position.
Expert power is derived from a person's expertise or specialized knowledge of a certain subject that is perceived as important to the organization. And referent power is based on people's identification with a certain individual and their attempt to emulate his behavior.
The person who acts as a model for reference has power over the person who emulates his behavior.
Power, Influence & Politics in the Workplace | az-links.info
Dependency is the most important concept of power. The degree of dependence of the target determines the power exercised by the agent. Dependency is a function of importance, scarcity and non substitutability of the resources controlled by a person. Contingency approaches to power are also gaining importance. The contingency approach suggests that power depends on being in the 'right place' at the right time and the influencability of the target.
The overall contingency model combines the theories of French and Raven with those of Herbert Kelman and identifies the three main processes of power, namely, compliance, identification and internalization.
This undemocratic response to leadership removes a sense of responsibility from the team, decreasing morale. Influence understands that teamwork is a dependent process: This approach means that team members feel valued, and as a result, produce work that reflects that.
Power makes uses of one-way dialogue while influence creates a conversation Power is exerted by leaders who enjoy a sense of hierarchy in their organisation. That hierarchy is most apparent in the way in which teams communicate.
When only a powerful leader is present, teams will be talked down to through orders and instruction.
The difference between power and influence
This results in ambiguity and unclear expectations, as there is little room for asking questions or giving feedback. Transparency is not valued in leadership that depends on power and, as a result, employees can become disengaged.
Influence is concerned with the thoughts and feedback of the group.