Chapter 7

Power and Politics

In Schools

W. K. Hoy © 2003, 2008, 2011

 Authority and Power
Authority is power, but power is not necessarily authority.
•Power is the ability to get others to do what you want.
•Authority is legitimate power.

•Authority is not authoritarianism.

•Authority is not coercion.

Authority has three properties:

•Willing compliance to directives
•Suspension of own decision-making criteria
•Legitimacy--power is legitimated by the norms of the
group

Key Question: What is your working definition of authority?

W. K. Hoy © 2003, 2008, 2011
 Weber’s Types of Authority
Types of Authority
Charismatic Authority:
Power is legitimated by extraordinary personality.

Traditional Authority:
Power is legitimated by tradition.

Legal or Bureaucratic Authority:

Power is legitimated by system of laws (rules).

Key Question: What is the best type of authority for schools?

W. K. Hoy © 2003, 2008, 2011

 Other Types of Authority
Blau and Scott

Formal Authority
Power is legitimated by the formal organization.

Informal Authority
Power is legitimated by the informal organization.

Peabody

Functional Authority
Power is legitimated by competence.
Key Question: What kind of authority does your principal have?
W. K. Hoy © 2003, 2008, 2011
 Types of Authority Positions

Formal Authority
Yes No

Yes Formal Informal

Leader Leader
Informal
Authority
No
Officer Follower

W. K. Hoy © 2003, 2008, 2011

 Leaders and Authority

How can leaders enhance their authority?

•Strategic Leniency
•Supportive Leadership
•Emotional Detachment
•Hierarchical Independence
•Hierarchical Influence
•Authenticity

Key Question: What strategy is best for you to enhance your authority?

W. K. Hoy © 2003, 2008, 2011

 Sources of Power
(French and Raven, 1968)

1. Reward Power
Administrators reward desirable behavior.
Power 2. Coercive Power
Administrators punish undesirable behavior.
3. Legitimate Power
Administrators have power of the organization.
4. Referent Power
Authority Administrators get power from identification.
5. Expert Power
Administrators get power from knowledge and expertise.
Key Points:
Power from person characteristics is most advantageous.
Expert power is most stable
Referent power is strongest.
W. K. Hoy © 2003, 2008, 2011
 Responses to Power

Probable Responses to Power

Types of Power Commitment Simple Compliance Resistance

Referent XXX XX X
Expert XXX XX X
Legitimate XX XXX X
Reward XX XX X
Coercive X XX XXX

XXX=most likely XX=less likely X=least likely

W. K. Hoy © 2003, 2008, 2011
 Practical Suggestions

1. Avoid the use of coercive power: it alienates.

2. Use organizational power to develop personal
power; personal power is more potent.
3. Use personal power to motivate and create
loyalty and commitment to the organization.
4. Be careful when using reward power; it is easily
confused coercive power.
5. Find ways to tap into informal power.

W. K. Hoy © 2003, 2008, 2011

 Power vs. Empowerment
Power often constrains the activities of
subordinates.
Whereas--
Empowerment typically enhances the power of
subordinates as well as superiors.

Empowerment is the process by which

administrators share power and help others use it in
constructive ways to make decisions affecting
themselves and their work (Schermerhorn, Hunt,
and Osborn, 1994).

W. K. Hoy © 2003, 2008, 2011

 Mintzberg on Power
Four Systems or Sources of Power:

System of Authority--Formal Power

System of Ideology-- Informal Power
System of Expertise--Knowledge
System of Politics-- Informal, illegitimate Power

W. K. Hoy © 2003, 2008, 2011

 Practical Suggestions
To lead administrators must:
•Go beyond the system of authority;
Formal power is not enough to lead.
•Tap into the informal authority;
Expand your authority and influence.
•Tap into expertise of teachers;
Empower teachers and empower yourself.
•Understand the system of politics;
Limit politics--it is destructive.

W. K. Hoy © 2003, 2008, 2011

 Sources of Power and Authority
Source of Power
Formal Informal
Organization Organization

Formal Informal
Legitimate Authority Authority
Legitimacy
Of Power
Coercive Political
Illegitimate Power* Power*

*Can be legitimate, but almost never is.

W. K. Hoy © 2003, 2008, 2011

 A Critical View of Power
Power blurs the distinction between rationality and rationalization;
Rationality is the application of evidence and reason to make decision.
Rationalization is an attempt to make a decision appear rational.

•Power has a way of defining reality--superiors define what counts.

•Principals spin the truth to defend their decisions.
•Power trumps knowledge because rationalization masquerades as truth.
•Truth is the first casualty in a power conflict.
•Knowledge is power, but Power is Knowledge.
•Power corrupts reality.

Key Question: Does emphasis on democratic participation in schools

make us more vulnerable to manipulation? Why or why not?
W. K. Hoy © 2003, 2008, 2011
 Politics

Politics is individual or group behavior that is informal,

parochial, typically divisive, and above all
illegitimate because decisions are made in the best
interests of individuals or groups rather than the best
interests of the organization (Mintzberg, 1983).

Coalitions are groups of individuals who bargain in an

effort to get resources distributed in their favor.

W. K. Hoy © 2003, 2008, 2011

 External Coalitions
External coalitions are groups outside the organization that try to influence the
organization--for example, tax payers, teacher associations, and citizens.

Three types of external coalitions:

1. Dominated external coalition--one powerful outside group dominates school

policy, e. g. “back to basics”--promotes a powerful force that effects what
happens internally.
2. Divided external coalition--a few groups (two or three) compete for influence--
influence is balanced but competition is there, e. g., Conservative vs Liberal--
power struggle spills over into the organization.
3. Passive external coalition--so many groups that power is dispersed--creates a
relatively peaceful and stable environment.

Key Question: What kind of external coalition is preferable?

W. K. Hoy © 2003, 2008, 2011
 External Coalitions
Consequences of External Coalitions:

A dominated external coalitions weakens

internal coalitions.

A divided external coalition politicizes internal

coalitions.

A passive external coalitions strengthens

internal coalitions, often at the level of
central administration.

W. K. Hoy © 2003, 2008, 2011

 Power Game
Organizational Members Have Three Choices

1. Leave the organization-----Exit

2. Stay and be a player--------Voice

3. Stay and be a soldier------- Be Loyal

Most members either stay and play or become loyal “soldiers.”

W. K. Hoy © 2003, 2008, 2011

 Political Tactics
Political Tactic Purpose
1. Ingratiating Gain favors by doing favors
2. Networking Influentials Gain influence by courting
3. Managing Information Manipulate information to your advantage
4. Managing Impressions Create a positive imagine by appearance
5. Coalition Building Band together with others to achieve goals
6. Scapegoating Shift the blame to others for bad outcomes
7. Increasing Indispensability Make yourself indispensable
8. Spinning the Truth Put the best face on the facts
9. Flattering Praising others
10. GASing Getting attention of others—standing out

W. K. Hoy © 2003, 2008, 2011

 Political Tactics
Spinning the Truth is adding the adding and subtracting and partial display and
concealment of of information while communicating with others.

Elements of Truth Spinning

• Reversing the Truth The Lie
• Deception Revealing and Concealing
• Self-Deception Selective Perception
• Civility Showing and Hiding Thoughts
• Creating the Truth Power and Reality
• Game Playing Manipulating

W. K. Hoy © 2003, 2008, 2011

 Political Tactics
Warning: The Line is Thin
• Dishonesty
• Deceit
• Misinformation
All are difficult to justify on moral
grounds.

W. K. Hoy © 2003, 2008, 2011

 Principles of Influence
1. Attractiveness: People like, are attracted to, and follow others that
they believe are kindred spirits—Engage in acts of kindness.
2. Reciprocity: People feel obligated to return a good deed; individuals
help those who help them--Help others solve a problem and you can
depend on their help later.
3. Public Commitment: People are motivated to act on the basis of their
public commitments—Encourage public commitments.
4. Colleagueship: People listen to and follow the lead of respected
colleagues– Identify respected faculty members, solicit their advice,
and win their support.
5. Optimism: Optimism enhances success—Look for opportunities in
problems and focus on possibilities, not obstacles.
6. Fairness: People believe they are entitled to fair treatment—Treat
others as you would be liked to be treated.
7. Expertise: People defer to those with demonstrated expertise—Do not
assume your expertise is obvious; exhibit it.

W. K. Hoy © 2003, 2008, 2011

 Common Political Blunders
1. Violating the chain of command
2. Losing your temper in public
3. Saying no to superiors too often
4. Challenging cherished beliefs
5. Aligning with the wrong group
6. Violating the norms of honesty and
fairness.

W. K. Hoy © 2003, 2008, 2011

 Political Games
Political games are played:
To sustain power
To maintain power
To enhance power.

Goals of Political Games:

To resist authority
To counter resistance to authority
To build a power base
To defeat opponents
To change the organization

W. K. Hoy © 2003, 2008, 2011

 Kinds of Political Games
• Insurgency game to resist formal authority
• Counter insurgency game to counter insurgency
• Sponsorship game to advance quickly
• Alliance-building game to build power
• Empire-building game to build power
• Expertise game to build power
• Lording-it-over game to justify power
• Line and staff game to defeat competitors
• Rival camps game to defeat competitors
• Strategic candidates game to promote change
• Whistling-blowing game to halt bad practices
• Young-Turks game to change the power structure
W. K. Hoy © 2003, 2008, 2011
 Conflict Management

There is no one best way to manage conflict; “it

depends” on the situation.

Match the appropriate “conflict resolution style”

with the situation.

W. K. Hoy © 2003, 2008, 2011

Conflict Management Styles:
A Contingency Approach
(Thomas, 1976)
Assertive

Competing Collaborating

Attempting to
Satisfy
Organizational
Compromising
Needs

Avoiding Accommodating

Unassertive
Uncooperative Cooperative

Attempting to Satisfy the Needs of Individual

W. K. Hoy © 2003, 2008, 2011

 Matching Conflict Management
Style with the Situation
Management Style
Competing
Situation
When quick, decisive actions are necessary—
e. g. emergencies

Collaborating When both sets of goal so important that

compromise is inadequate-- “Win, Win”
Both sides must Win.

Compromising When the objectives are important but not worth

the potential disruption.
Avoiding
To let the situation cool down, when more
information is essential, when the problem is
merely a symptom.
Accommodating When you have made a mistake, to build good
will, when harmony is important.
W. K. Hoy © 2003, 2008, 2011
 Practical Imperatives
• Stay calm in difficult situation: Don’t “blow up” in public.
• Demonstrate your authenticity and autonomy: Openness and independence
heighten influence.
• Expand your power by cultivating informal relationships: The informal organization is an
important source of power.
• Use coercive power only as a last resort: Coercive power alienates.
• Become politically savvy to the reality of organizational politics: Politics is a fact of
organizational life.
• Understand that organizations are not always fair: Sometimes they are unfair.
• Exhaust the informal organization before resorting to the formal: The informal is often more
powerful than the formal.
• In conflict—avoid, compete, collaborate, compromise, and accommodate: Resolution
depends upon matching strategies with the situation.
• Use rationality, not rationalization, to make decisions: Rationalization often masquerades as
rationality.
• Get noticed to gain power: Stand out in the crowd with good ideas.

W. K. Hoy © 2003, 2008, 2011