CH-11 Power and Political Behavior – Organizational Behavior: Science, The Real World, and You : Book Guide

11. POWER AND POLITICAL BEHAVIOR REVIEW QUESTIONS: SUGGESTED ANSWERS What are the five types of power according to French and Raven? What are the effects of these types of power? What is information power? Answer: The five forms of interpersonal power are (1) reward, enabling an individual to grant positive reinforcements to employees, (2) referent, enabling an individual to influence others based on charisma or admiration, (3) coercive, which rests on being able to administer negative consequences, (4) legitimate, enabling the individual to take advantage of his or her official authority, and (5) expert, when an individual utilizes knowledge or expertise that transfers to the circumstance needing influence. Reward and coercive power lead to compliance, but they both require the manager to be present to dole out rewards and punishment, thus creating dependency relationships. Legitimate power produces compliance, but doesn't necessarily lead to goal accomplishment or employee satisfaction. Referent power has been linked with organizational commitment, but it is also potentially dangerous. Expert power has the strongest relationship with employee performance and satisfaction. Information power is access to and control over important information. What are the functional sources of power? Answer: The ability to control critical resources is an important functional resource for groups and individuals. In addition, groups and individuals who control strategic contingencies have a resource that others in the organization depend on to complete their tasks. Strategic contingencies include the ability to cope with uncertainty, a high degree of centrality within the organization, and non substitutability. Distinguish between personal and social power. What are the four power-oriented characteristics of the best managers? Answer: Personal power is viewed as self-serving. Social power is used for the benefit of the entire organization or its goals. Managers who use power effectively believe in the authority system. They prefer work and discipline, and believe in justice. They are altruistic, and publicly put the organization and its needs before their own. According to Rosabeth Moss Kanter, what are the symbols of power? The symptoms of powerlessness? Answer: Kanter lists 7 symbols, including (1) the ability to intercede for someone, (2) ability to get placements for favored employees, (3) exceeding budget limitations, (4) procuring above-average raises for employees, (5) getting items on the agenda at meetings, (6) access to early information, (7) and having top managers seek out one’s opinion. You exhibit powerlessness if you are overly supervised, have inflexible adherence to rules, or your supervisor tends to do the job rather than training you to do it. It might be worth asking students which symbols of power will change significantly through empowerment. How do organizations encourage political activity? Answer: Organizations encourage political activity through unclear goals, autocratic decision making, ambiguous lines of authority, scarce resources, and uncertainty. Which influence tactics are most effective? Answer: The effectiveness of influence tactics depends on the target – whether the influence attempt is upward, downward, or lateral. Overall, rational persuasion is the most effective influence tactic. What are some of the characteristics of an effective relationship between you and your boss? Answer: An effective relationship between you and your boss: 1) fits both your needs and styles; 2) is characterized by mutual expectations; 3) keeps the boss informed; 4) is based on dependability and honesty; and 5) selectively uses your boss’s time and resources. What are some ways to empower people at work? Answer: In order to assure their employees are truly empowered, managers should express confidence in them and set high performance expectations, create opportunities for employees to participate in decision making, remove bureaucratic constraints, and set inspirational goals. DISCUSSION AND COMMUNICATION QUESTIONS: SUGGESTED ANSWERS Who is the most powerful person you know personally? What is it that makes the person so powerful? Answer: Be sure that students answer this question in the context of the information presented in the chapter. The bases of social power and the symbols of power are good for discussion here. The most powerful person I know personally is someone who excels in leadership roles and has a significant influence on others. This person's power comes from several key qualities: 1. Effective Communication: They have a knack for articulating ideas clearly and inspiring others through their words. 2. Decision-Making Skills: Their ability to make strategic decisions and solve complex problems demonstrates their competence and builds trust. 3. Empathy and Emotional Intelligence: They understand and connect with people on a deep level, which helps in building strong relationships and motivating others. 4. Vision and Innovation: They possess a clear vision for the future and are capable of driving change through innovative thinking and strategic planning. 5. Integrity and Trustworthiness: They are consistent and reliable, which fosters respect and loyalty among their peers and subordinates. These qualities combined make this person influential and respected, driving positive outcomes in their personal and professional circles. Why is it hard to determine if power has been used ethically? Answer: There are three questions to ask in determining whether power has been used ethically. The questions examine: 1) whether there is a good outcome for people both inside and outside the organization; 2) whether the rights of all parties are respected; and 3) whether all parties are treated fairly and equally. It is sometimes difficult to determine when all of these goals have been met, and they can often conflict. As a student, do you experience yourself as powerful, powerless, or both? On what symbols or symptoms are you basing your perception? Answer: Answers will vary. Sometimes it is useful to analyze the family structure and where the individual falls among siblings. As a student, I experience a mix of both power and powerlessness. I feel powerful when actively participating in class discussions, excelling in assignments, and having a say in academic decisions. Conversely, I feel powerless when facing challenging coursework or dealing with bureaucratic processes that seem beyond my control. These feelings are based on my successes and frustrations in managing academic responsibilities and navigating institutional structures. How does attribution theory explain the reactions supervisors can have to influence tactics? How can managers prevent the negative consequences of political behavior? Answer: Supervisors will react differently to influence attempts depending upon the attribution they make for the reason for the influence attempts. Managers can prevent the negative consequences of political behavior through having clear policies and procedures, and through proactive communication with subordinates. Are people in your work environment empowered? How could they become more empowered? Answer: Most of the positions that students have held are largely powerless. It is helpful to point out that it is not the position than renders them empowered or powerless, but the nature of the organization. In my work environment, people vary in their levels of empowerment. To enhance empowerment: 1. Provide Clear Goals: Establish clear objectives and expectations, giving employees a sense of direction and purpose. 2. Encourage Autonomy: Allow team members more control over their tasks and decision-making processes, fostering a sense of ownership and responsibility. 3. Offer Development Opportunities: Invest in training and professional development to equip employees with the skills and confidence to take on new challenges. 4. Recognize and Reward Contributions: Acknowledge achievements and provide positive reinforcement to motivate and validate employees’ efforts. 5. Facilitate Open Communication: Create channels for feedback and dialogue, ensuring employees feel heard and valued in the decision-making process. Chapter 2 discussed power distance as a dimension of cultural differences. How would empowerment efforts be different in a country with high power distance? Answer: The empowerment goal would probably be much more difficult to initiate. "Unfreezing" the cultural norm would be challenging, because people would believe in the legitimacy of hierarchy. In a country with high power distance, where hierarchical structures and unequal power distributions are prevalent, empowerment efforts would need to be adapted as follows: 1. Gradual Change: Implement empowerment initiatives gradually, respecting existing hierarchies and gradually shifting authority to lower levels. 2. Top-Down Approach: Empowerment efforts might need to start from the top of the organization, with senior leaders modeling and endorsing the empowerment practices before they can be effectively cascaded down. 3. Clear Hierarchical Boundaries: Clearly define the scope of empowerment within the existing hierarchical framework to avoid disrupting established power structures. 4. Respect Cultural Norms: Tailor empowerment strategies to align with local cultural norms, acknowledging and integrating the importance of hierarchy and seniority in decision-making processes. 5. Training and Communication: Provide training for both leaders and employees on the benefits of empowerment and how to navigate it within a high power distance context, ensuring that the shift is understood and accepted by all levels. Think of a person you admire. Write a newspaper feature analyzing the person’s use of power in terms of the ideas presented in the chapter. Answer: This is a good task to help students learn to write in an understandable way without using too much academic jargon. Feature Article: "Harnessing Power with Purpose: Analyzing the Influence of Jane Doe" By [Your Name] Introduction In the world of business leadership, few figures shine as brightly as Jane Doe, the CEO of InnovateCorp. Known for her transformative leadership and impactful decisions, Doe exemplifies the dynamic use of power in contemporary organizational settings. This feature explores how Doe’s approach to power aligns with key ideas from cultural studies on power distance and empowerment. The Art of Empowerment Jane Doe’s leadership style is a testament to the effective use of power. Embracing a low power distance approach, Doe champions empowerment across all levels of her organization. She actively involves employees in decision-making processes, fostering an environment where ideas from all tiers are valued. This inclusivity not only boosts morale but also drives innovation. By decentralizing authority and encouraging autonomy, Doe ensures that team members feel a sense of ownership over their work, which enhances productivity and job satisfaction. Balancing Hierarchy and Empowerment Despite her commitment to empowerment, Doe navigates the delicate balance between hierarchical respect and employee autonomy. Recognizing the cultural significance of hierarchy, she maintains a clear, structured framework while delegating decision-making responsibilities. This approach respects traditional power structures but allows for flexibility and initiative at lower levels. Doe’s ability to harmonize these elements is a key factor in her successful leadership. Strategic Decision-Making Doe’s strategic use of power is evident in her decision-making process. She leverages her position to steer the company towards long-term goals, while also empowering her team to contribute to the journey. This dual approach ensures that while she provides vision and direction, her team members are engaged and motivated to execute the strategy with creativity and dedication. Influence and Communication A skilled communicator, Doe uses her power to influence organizational culture positively. She promotes open dialogue, encourages feedback, and actively listens to her employees. This transparency helps build trust and aligns the team with the company’s mission and values. By using her influence to foster a collaborative atmosphere, Doe exemplifies how effective power usage can lead to a cohesive and driven workforce. Conclusion Jane Doe’s leadership illustrates a masterful application of power principles. Her ability to blend empowerment with respect for hierarchical norms, coupled with her strategic vision and communication skills, underscores her effectiveness as a leader. Doe’s approach provides valuable insights into the art of using power to inspire and mobilize an organization, proving that true leadership is not about exerting control but about fostering an environment where everyone can thrive. ETHICAL DILEMMA Jesse’s options are to do as George told him to and fill the Principal Contractors order first or to go over George’s head to his boss and risk losing his job. Using consequential, rule-based, and character theories, evaluate Jesse’s options. Answer: Consequential – If Jesse does as George told him to by filling the Principal Contractors order first, Lowry may be unhappy with Norbury for missing the deadline on their order, but because they have a longstanding and very positive relationship with Norbury, the relationship will probably not suffer too badly. Additionally, George’s sister-in-law will make a positive impression on her boss, avoiding any damage to George’s family relationships. If Jesse goes over George’s head and the boss agrees with George, Jesse may lose his job. Even if the boss agrees with Jesse, the relationship between George and Jesse will be damaged because (1) Jesse went over his head and made him look bad, and (2) George’s sister-in-law may lose her job as well. Rule-based – Jesse’s primary obligation is to do what he believes is best for the company. If he sincerely believes doing what George told him to do is not in the company’s best interests, then he has a responsibility to make that known to George’s boss. Character – There’s not much to go on in the scenario regarding Jesse’s character, but he has questioned George’s decisions in the past, which suggests he is inclined to consider what he believes to be the company’s best interests first and foremost. Going to George’s boss would be most in line with Jesse’s character. What should Jesse do? Why? Answer: Although the rule-based and character theories suggest that Jesse should go over George’s head with the matter, Jesse should probably just do what George told him to do and fill the Principal Contractors order. The Lowry account probably won’t suffer that much because of Norbury’s lengthy history of filling their orders on time, and the situation is not worth Jesse risking his job by going over George’s head. EXPERIENTIAL EXERCISES 11.1 Personal Power Inventory This Competency is a self-diagnosis instrument, which measures a person’s position on the power matrix shown in Figure 10.3. Respondents are asked to think of a group to which belong--- a team at work, a committee, or a group working on a project at your school. Respondents indicate the extent to which they agree with each of the 20 statements, using the scale ranging from strongly agree (1) to strongly disagree (7). Detailed scoring instructions are provided. Respondents use the scores calculated and mark the combinations of visibility and influence as follows: High power. Individuals in quadrant I exhibit behaviors that bring high visibility and they are able to influence others. In organizations, these individuals may be considered to be on the “fast track.” Low power. Individuals in quadrant II are highly visible but have little real influence. This condition could reflect their personal characteristics but also could indicate that formal power resides elsewhere in the organization. Often these people may hold staff, rather than line, positions that give them visibility but that lack “clout” to get things done. No power. Individuals in quadrant III, for whatever reason, are neither seen nor heard. Individuals in this category may have difficulty advancing in the organization. Moderate power. Individuals in quadrant IV are “behind the scenes” influencers. These individuals often are opinion leaders and “sages” who wield influence but are content to stay out of the limelight. 11.2 Empowerment in the Classroom Instructor's Notes: Stress to the students that the ideas do not have to be workable, just discussible. One of the ways to keep the discussion moving is to ask students to keep in mind the goals and mission of the university. This deters comments with simplified solutions like, no grades, no classes, no teachers, etc. Alternative experiential exercise Power Dependency Instructor's Notes: The power dependency model allows students to analyze the influences on their lives. Once students begin this exercise, they are typically surprised at the number of influence and power points that are surrounding them. Be sure to mention that work experience is not necessary to complete this exercise. Students may choose to view the environment they are in as a student. * SOURCE: from R. E. Quinn, S. R. Faerman, M. P.Thompson, M. R. McGrath, Becoming a Master Manager, A Competency Framework, Wiley and Sons, ©1990, 273. A Power /Dependency Analysis of Your Position In some areas of your life you have a great deal of control over power and influence. On the other hand, in organizations you may have little control over power. The diagram below illustrates the network of power and influence for a hospital manager. The degree that the manager depends on people and positions and the degree of emphasis are indicated between the position and the hospital manager. On a separate sheet, list your organization and provide five medium and five high dependency categories. You may choose a position in an organization with which you have experience, or you could analyze your position as a student or a member of your family. After you have completed your list, answer the following questions, first to yourself, and then, if time permits, in small groups. 1. Whom do you really depend on in the position you're analyzing? How important is each dependency? What is the basis of each dependency? 2. Are any of these dependencies inappropriate or dysfunctional? What can you do about that? 3. How do you maintain your own base of influence in each of these dependencies? Do you feel you have a base of influence in each of them? 4. What kinds of power and influence do you think you need to develop further? What resources can help you? HOSPITAL MANAGER - EXAMPLE HIGH DEPENDENCY MEDIUM DEPENDENCY Mayor's office City bureaucracy Accreditation agency State government Main employee union Local community groups Eleven smaller unions Other hospitals in the city Civil service Local press Affiliated medical school Federal government EXTRA EXPERIENTIAL EXERCISES The following alternative exercises to supplement the material in the textbook can be obtained from: Marcic, Dorothy, Seltzer, Joseph, & Vaill, Peter. Organizational Behavior: Experiences and Cases, 6th Ed. South-Western College Publishing Company, 2001. Empowerment. p. 103-116. Time: 25-60 minutes. Purpose: To introduce the topic of empowerment; to help individuals focus on the skills needed to be empowering; to help individuals distinguish between what makes them feel empowered and what makes them feel powerless. A Simple - But Powerful - Power Simulation. p. 119-120. Time: 60 minutes or more. Purpose: To understand power dynamics in organizations. TAKE 2 BIZ FLIX: Flash of Genius PPT Slide 30 Organizations Discussed: Ford Motor Company Robert Kearns (Greg Kinnear), a college professor and part-time inventor, creates the intermittent windshield wiper. With the encouragement of his friend Gil Privick (Dermot Mulroney), Kearns presents his invention to Ford Motor Company executives. They accept his invention but do not give him either money or credit. Kearns enters into extended litigation with negative effects on himself, his marriage, and his family. The film is based on the true story about Kearns’ triumph over Ford and the large settlement in the end. Power and Political Behavior: Bob Kearns and Ford This scene begins as a door opens and Mack a Ford executive (Mitch Pileggi) enters the room. It follows the family driving in the rain and testing the windshield wiper system for the first time. The scene ends with Bob and Mack shaking hands. Mack says, “Excellent. This is what it’s all about, Bob. Corporate ‘can do.’” Frank Sertin (Daniel Roebuck) says, “How about that.” What to Watch for and Ask Yourself PPT Slide 39 This chapter defined power as “the ability to influence someone else.” Who has power in this film scene? Answer: Both Mack and Bob have power based on this chapter’s definition. They also act as both agents and targets during the influence process. Mack’s closing statement summarizes the influence effects. The chapter distinguished influence from authority. What is the example of the use of authority in the scene? Answer: Mack uses his authority as a Ford executive when he notes that because the windshield wiper is a safety device, it needs approval from a Federal Government agency. Bob agrees, with Gil’s encouragement, that he must seek that approval. Which interpersonal forms of power appear in this film scene? Draw examples of your choices from the scene. Answer: Mack has reward power over Bob because he can approve the acquisition of the intermittent windshield wiper and Bob’s potential future payments. Bob has expert power based on his invention and his unique understanding of the device and its operation. WORKPLACE VIDEO: Barcelona Restaurant Group Video Case Synopsis The restaurant business is always in flux, with workers coming and going in a revolving-door fashion. This is true even of high-end concepts like Barcelona Restaurant Group, a collection of seven wine and tapas bars located in Connecticut and Georgia. Barcelona’s flavorful tapas are infused with olive oil and smoky paprika, and the wine list features top vintages from Spain and Portugal. As the name implies, the group’s eclectic Spanish cuisine and ambience recall a neighborhood eatery in Milan or Rio de Janeiro. Delivering Barcelona’s sophisticated culinary experience requires a sophisticated wait staff, and hiring decisions for the restaurant fall to Chief Operating Officer Scott Lawton, an industry veteran with a knack for identifying good workers. “This is a transient business, so people are constantly moving,” Lawton states. “The minute you stop looking for talent you're actually sliding backwards—so, we're always hiring, and we’re always firing.” For anyone who has waited tables, restaurant turnover is a familiar experience. Cooks, servers, and bussers have famously short careers, and restaurant managers also suffer burnout. Unlike run-of-the-mill chains, Barcelona’s higher standard of service demands letting go employees who aren’t up to snuff. “In the three years I’ve worked here, only one or two managers has quit,” Lawton states. “However, we've turned over probably 60 to 70 percent of all management in the past three years, and that’s because we were not afraid to let people go.” To managers who make the cut, Lawton offers sage staffing advice: smart leaders “hire their way out of problems” by selecting the right people. Over the years, Lawton developed the philosophy that good hiring results in good organizational performance. “We can train people all day, but we can't train happy people with good attitudes—we can't train that into people,” Lawton says. To identify good-natured workers who fit Barcelona’s culture, the operations chief runs a multi-stage selection process that attracts the best and weeds out the rest. At the end of the day, Lawton says, people either possess the necessary intelligence and skills to run a restaurant or they don’t. And since the restaurant industry doesn’t have time for learning curves, the success or failure of an establishment boils down to hiring competent self-motivated employees. “For any company that is involved in customer service, the most important thing you can do is have the right people in front of your customers,” Lawton says. Discussion Questions and Solutions Who has authority at Barcelona? Answer: In the video, individuals who possess authority at Barcelona are Scott Lawton, Barcelona’s chief operating officer, and the restaurant managers. These people have the right to influence others by virtue of their positions in the company. What forms of interpersonal power do these individuals possess? Answer: Scott Lawton and the Barcelona managers wield legitimate power by virtue of their formal organizational positions. They also possess reward power, as they can hire employees and determine compensation; coercive power, as they can fire workers; expert power, as they are restaurant veterans; and referent power, as they appear to have the respect of lower-level employees. Identify Kanter’s symbols of power that are evident at Barcelona Restaurant Group. Answer: Ability to get placements for favored employees: COO Scott Lawton is shown making staffing decisions. Ability to intercede for someone in trouble: during the weekly managers meeting, numerous managers defend the sagging performance of a co-worker named DJ. Getting items on the agenda at meetings: Scott Lawton sets the agenda for managers meetings and job interviews. Having top managers seek out their opinion: COO Scott Lawton seeks the opinions of his management team during the managers meeting. CASE SOLUTION: Oracle’s Larry Ellison: A Profile of Power, Influence, and Dominance Linkage of Case to Chapter Material Larry Ellison, Chairman and CEO of Oracle Corp., has used his power and influence to grow the company, which as a result enabled both Oracle and Ellison to have a profound impact on the computer software industry and beyond. For Ellison, nothing is off limits, and corporate America, particularly the financial services sector, has benefited as a result. However, these benefits have grown out Ellison’s less than laudatory use of power and influence. He attacks others and is coercive toward them; he tries to intimidate his rivals. In short, Larry Ellison is an interpersonally combative person; Andrew Bary, reporting in Barron’s in March 2011, says that “remains as combative as ever.” The case provides a marvelous illustration of several power and influence concepts in action. In particular, the case demonstrates coercive power, the negative face of power, the influence tactic of pressure, the ethically questionable use of power, and the ineffective use of power. Suggested Answers for Discussion Questions What forms of interpersonal power does Larry Ellison use and how does he use them? Answer: Chapter 11 identifies five types of interpersonal power: reward, coercive, legitimate, referent, and expert. Reward power is based on an influence agent’s ability to control rewards that an influence target wants. Coercive power is based on an agent’s ability to cause an unpleasant experience for a target. Legitimate power is based on position and mutual agreement; that is, the influence agent and the influence target agree that the agent has the right to influence the target. Referent power is based on interpersonal attraction; an agent has the ability to affect the target because the target identifies with and wants to be like the agent. Expert power exists when an agent has specialized knowledge or skills that the target needs. Little, if any, evidence exists in the case to indicate that Larry Ellison uses reward power, legitimate power, or referent power. However, considerable evidence exists indicating that Ellison relies heavily on coercive power and to a lesser extent on expert power. The examples of Ellison’s use of coercive power include the following: Ellison’s numerous attempts to acquire other computer-related businesses through hostile take-overs. Ellison’s nickname of The Pirate, a moniker bestowed upon him during a hostile takeover attempt at Novelle and his “muscling into Red Hats action by undercutting the company’s support prices, in an offering called Unbreakable Linux.” Ellison’s combative criticism of Hewlett-Packard’s board for firing CEO Mark Hurd, followed by Ellison’s hiring of Hurd to work at Oracle. Ellison’s attack on Leo Apotheker, Hurd’s successor as HP’s CEO, “of overseeing intellectual-property theft in his previous job at software maker SAP AG.” Ellison’s disparagement of HP products in December 2010 reflects both coercive power and expert power. Ellison announced that Oracle had set a new world record in database speed, but he then went on to ridicule HP’s hardware productsespecially its serversas being pitifully slow. In addition to being coercive, this example is suggestive of an attempt to draw upon expert power in that Ellison is arguing for the superiority of Oracle’s products, which in turn reflect the superior expertise that Oracleand by extension, Ellisonhas in developing and producing them. Related to this is the quote regarding the comparison of Oracle-Sun’s 30-million-transactions-per-minute system to HP’s 4-million-transactions-per-minute system: “We’re gonna (sic) go after them [HP] in the marketplace with better software, better hardware, and better people, and we’re gonna (sic) win market share against those guys in the database business, in the middleware business, in the server business, and in the storage business because we have better products.” Ellison’s use of expert power also is evident in comments to stock analysts in mid-2007 wherein he said that, “Oracle wants to be the leader in such areas as communications billing, utility billing, and core banking. ‘We’re going to expand the number of vertical industries where we have industry-specific applications and we’re going to do that via acquisition.’ ” How do the two faces of power relate to Larry Ellison’s actions? Answer: The two faces of power are negative and positive. The negative face of power represents power that is used for personal gain. People who use the negative face of power may be described as Machiavellian—willing to manipulate others for personal gain and unconcerned with others’ opinions or welfare. The existence of the negative face of power is amply demonstrated by the coercive power examples provided in the response to Question 1. The positive face of power is used to create motivation or to accomplish group goals. Managers who successfully use the positive face of power possess the following power-oriented characteristics. (a) Belief in the authority systemthey believe that the institution is important and that its authority system is valid; and they are comfortable influencing and being influenced. (b) Preference for work and disciplinethey like their work and are very orderly. (c) Altruismthey publicly put the company and its needs before their own needs. (d) Belief in justicethey believe people should receive that to which they are entitled and that which they earn. Based on these characteristics, there is no evidence in the case to suggest that Ellison uses the positive face of power. Does Larry Ellison use power ethically? Explain your answer. Answer: To address this question, students can utilize the three criteria that determine whether a power-related behavior is unethical. These criteria can be captured in the following questions: Does the behavior produce a good outcome for people both inside and outside the organization? Does the behavior respect the rights of all parties? Does the behavior treat all parties equitably and fairly? In light of the examples of coercive power that that were described in the suggested response to Question 1 and the fact that corporate America, particularly the financial services sector, has benefited from Ellison’s business actions, each of the above questions could be answered as follows: Ellison’s behavior produces both good outcomes and bad outcomes for people inside Oracle as well as outside of it. Ellison’s behavior most likely does not respect the rights of all parties. Ellison’s behavior most likely does not treat all parties fairly and equitably. On balance, therefore, the evidence suggests that Ellison does not use power ethically. What influence tactics does Larry Ellison use? How does he use these influence tactics? Answer: The text identifies a variety of tactics that people can used to influence one another. These tactics include: pressure, upward appeals, exchange, coalition, ingratiation, rational persuasion, inspirational appeals, and consultation. Of these various influence tactics, the one that is clearly used by Larry Ellison is pressure. Pressure involves using demands, threats, or intimidation to convince other people to comply with a request or to support a proposal. All the examples described in the response to Question 1 with respect to illustrating Ellison’s use of coercive power also can be cited here as evidence of Ellison’s use of the influence tactic of pressure. Does Larry Ellison use power effectively? Explain your answer. Answer: John Kotter suggests the following guidelines for using power effectively: use power in ethical ways; understand and use all of the various types of power and influence; seek jobs that enable the development of power skills; use power tempered by maturity and self-control; and accept that influencing people in an important part of the management job. A strong argument can be made that Ellison does not use power effectively because he does not use it in ethical ways and because he limits himself in the usage of the available power sources and influence tactics. Ellison relies almost exclusively on the use of force to get people to accede to his desires and to have them do what he wants. Sydney Finkelstein provides another perspective on effectively using power. He identifies several reasons why executives fail in their use of power. These reasons are: executives see themselves and their companies as dominating their environments; executives think they have all of the answers; executives ruthlessly eliminate anyone who isn’t 100 percent behind them; executives stubbornly rely on what worked for them in the past; and executives have no clear boundaries between their personal interests and their corporate interests. Without a doubt, Larry Ellison’s behavior fits very well with these failure criteria (for evidence, see the responses to the preceding four questions). No matter how successful Larry Ellison has been, he nonetheless does not stack up favorably against either Kotter’s criteria or Finkelstein’s criteria. In your own future career, would you be willing to emulate Larry Ellison’s behavior? Why or why not? Answer: This discussion question provides students with the opportunity to explore whether success is so important to them that they would be willing to rely on coercing, forcing, and intimidating others to get their way. The students should be encouraged to consider the advantages and disadvantages of relying on such methods of exercising power and influence. They should also examine what the consequences are for themselves as influence agents as well as for the individual influence targets and the organizations (or organizational units) in which those targets work. In my future career, I would not be willing to emulate Larry Ellison’s behavior. Here’s why: 1. Ethical Concerns: Ellison’s use of coercive power and intimidation raises significant ethical issues. Employing such tactics can damage professional relationships and create a toxic work environment, which I believe goes against principles of respect and integrity. 2. Long-Term Impact: While aggressive behavior might achieve short-term gains, it can undermine long-term success. Building a positive reputation and fostering collaboration are crucial for sustainable career growth and organizational health. 3. Personal Values: My personal values emphasize empathy, constructive communication, and ethical leadership. I believe that leading with respect and encouragement yields better results and builds a more motivated and loyal team. 4. Alternative Strategies: There are more effective and ethical ways to influence and lead, such as using transformational leadership skills, which focus on inspiring and empowering others rather than coercion and intimidation. 5. Professional Growth: Emulating a combative style could hinder my professional development and damage my relationships within the industry. I prefer to cultivate a leadership style that fosters positive interactions and supports mutual respect. In summary, while Larry Ellison’s success is notable, I would choose to lead with a focus on ethical practices and constructive influence rather than emulating his more aggressive and combative approach. SOURCE: This case solution was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business, Valparaiso University. Solution Manual for Organizational Behavior: Science, The Real World, and You Debra L. Nelson, James Campbell Quick 9781111825867