Organizational Power and Politics

ORGANIZATIONAL POWER AND POLITICS
INTRODUCTION TO POWER AND POLITICS
Organizations exist not only for an economic objective of generating revenues, but they also
administer and equip employees to grow and progress in their professions (Alapo, 2018). This
helps the employees to express themselves in coherence with organizational goals and vision. As
the employees move ahead in the organizational hierarchy, their roadmap to career growth banks
on the aggregation of competence and control. This gradually transforms the self-expression into
an authoritarian expression to influence other people.
Organizations encourage interactions between humans and technology. They motivate their
employees with rewards and incentives. They maintain a diverse workforce and a highly
enthusiastic work culture. At the same time, they also develop political frameworks within their
process. This becomes the ideal stage for an individual to display and exert power. As we move
high on the hierarchy the structure tends to take the shape of a pyramid. This implies that in the
top layers of the hierarchy there is an increased interest of authority but lack of positions. And
the pyramid soon transforms into a pyramid of politics where the individuals begin comparisons
among themselves. By this time power gets associated with the working style and personality of
an individual.
One division of an organization is successfully conducting aggressive promotion activities that
result in better sales. The other division asks for funds from management to invest in promotions
without having generated enough sales. The former department head is naturally perceived to
have higher power than the latter as the peers and the team members associate this power to a
way of doing things and getting things done.
POWER IN ORGANIZATIONS
Power can be defined as a person’s ability to influence others (Omisore & Nweke, 2014).
Influence is a form of psychological change. This can lead an organizational change at a broader
level. The major bases of power were given by French and Raven in 1959.

Reward Power
The manager uses the reward power to appreciate and acknowledge an employee’s efforts. This
in turn, motivates and encourages employees. This can be tangible or intangible. It is essential to
use this power according to situational requirements. A timely word of praise is more effective
than regular monetary rewards.
Coercive Power
Coercive power as the name suggests is based on coercion. The manager forces employees to
perform a task. Many times this is combined with punitive measures which act as a big negative
influence. The short term results might be gained but in the long term, this kind of power lowers
the morale of the employees. This leads to the concept of carrot and stick motivation.
Legitimate Power
Legitimate power is primarily based on the consciousness and notion of the employees. They
have this predisposition that the managers have the authority to give them orders because of their
position in the hierarchy (Somoye, 2016). The employees might comply due to obligation but
long term commitment is absent. Culture and social framework play a major role in this kind of
power.
Referent Power
Referent power is a win-win situation for both managers and employees. The employees look up
to the manager or the leaders for their integrity and rapport with the employees. This kind of
power exercise varies across different cultures. The manager sets an example in this case
(Somoye, 2016).
Expert Power
Expert power is based on the fact that the employees look up to the manager because of his
intelligence and specific skills and knowledge. This kind of power is irrespective of the
hierarchical position of the individual. A technically sound technician can exercise expert power