Power & Politics
Navigating an organization and building connections
are crucial skills for many professions, especially for leaders. Leaders and
managers wield power and authority to make decisions within their operations.
Their leadership style and traits can influence their desire for power.
Surgency is a trait
associated with a high need for power. If you have a strong affinity for
surgency, having and using power is important to you as a leader (Lussier,
2016). Maintaining control is crucial. In contrast, traits like Agreeableness
and Conscientiousness focus more on influencing people to achieve
desired results rather than using power to control how results are achieved
(Lussier, 2016).
Power can be either positional or personal (Lussier,
2016). There are various types of power and influencing tactics, including
legitimate, reward, coercive, referent, expert, information, and connection
power (Lussier, 2016). The situation dictates which type of power is used, and
leaders can work on improving their power. For instance, coercive power
is used to maintain discipline and ensure rules are followed. This can involve
punishment or withholding rewards. To develop and maintain coercive power, be persistent,
follow through, and ensure tasks are completed (Lussier, 2016). Credibility can
be lost if coercive power is threatened but not enforced.
Politics is a system for
achieving goals or getting what one wants (Lussier, 2016). Effective leaders
use politics and power to advance their personal and professional goals by
building strong relationships and a supportive network within the organization.
Common political behaviors include Networking, Reciprocity, and Coalitions
(Lussier, 2016). Networking involves socializing, making connections, and
expanding your personal network. Reciprocity occurs when you receive a favor
and feel obligated to return it or support the person who helped you.
Coalitions are groups of individuals who agree on certain matters and support
each other to achieve specific objectives.
Having power alone is not enough; the ability to
navigate the political network is essential to avoid career roadblocks.
Sometimes, politicking is minimal, such as when making decisions with local
implications. Other times, decisions or changes can be organization-wide,
impacting many people. To influence larger changes across disciplines,
networking and politicking are crucial. Geographical differences can also
affect the need for strong networks and organizational politics. Field-based
leaders may face challenges due to geographical separation from the home
office, where decisions and discussions often occur. Strong connections within
the home office can help overcome these differences. Regular check-ins with
other leaders, maintaining a network, and sharing ideas are beneficial. While
coalitions are not always necessary, maintaining strong, long-distance
relationships will help when support for your agenda is needed.
Lussier, R. N., & Achua, C. F. (2016). Leadership:
Theory, Application, Skill Development (6th ed.). Boston, MA: Cengage.
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