Power, Conflict, and Organizational Justice: Session D Journal

Session D Journal — Power & Conflict in Organizations

Kun Zhang
Ottawa University · BUS 7000: Organizational Behavior and Theory

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1. Can a person without influence be a leader? Does having influence automatically make someone a leader?

A person without influence can still be a leader if they have charisma or strong expertise in a specific field, but lacking influence will limit a leader’s effectiveness. Having influence alone cannot automatically make a person a leader — leadership requires more than the ability to sway others; it requires vision, accountability, and the willingness to guide a group toward a shared goal.

2. Have you ever engaged in impression management? What did you hope to accomplish?

Yes, I have engaged in impression management. I adjust my behavior and communication to appear competent and reliable. My goal was to build credibility, earn trust, and ensure that my contributions were recognized by teammates and leadership.

3. Is there a logical sequence for the use of power bases that a manager might follow?

Yes, managers can follow a logical sequence when using power bases. Legitimate power should generally come first, as it is based on positional authority and is more readily accepted by employees. This can be followed by reward power to reinforce desired behaviors through incentives. Coercive power should be used sparingly and only when necessary, as overuse can damage trust and morale.

4. Cite examples in which you have been committed, compliant, and resistant as a result of efforts to influence you.

I felt committed when a leader listened to my ideas and involved me in decision-making. I was compliant when I followed clear instructions, even when I had some personal doubts. I felt resistant when decisions were forced without considering my input or perspective.

5. Do you agree or disagree with the assertion that political behavior is inevitable in organizational settings?

I agree that political behavior is inevitable in organizational settings. Due to limited resources, differing goals, diverse cultural backgrounds, and competing personal interests, employees and managers often resort to political tactics to gain support, resources, or influence. For instance, during promotions or project allocations, individuals may build alliances, showcase achievements, or seek to influence decision-makers to achieve their goals.

6. Recall examples of how you have either used or observed others using the techniques of political behavior. What other techniques can you suggest?

I have observed colleagues using “building alliances” — forming relationships with key stakeholders to push projects forward. I have also seen “selective information disclosure,” where people share only the information that benefits their position. Another common tactic is “image crafting,” such as taking on high-visibility tasks to enhance one’s reputation. Additional techniques might include mentorship-seeking to gain sponsorship from influential figures, and proactively framing problems as opportunities to appear solution-oriented.

7. Recall an instance when you have experienced each of the four forms of organizational justice.

I have experienced all four forms at work. For procedural justice, I participated in a fair performance review process where the criteria were clearly explained. For distributive justice, rewards and tasks were shared equally among all team members. For interpersonal justice, my teammates and tech lead treated me with respect during a stressful project. For informational justice, I received clear reasons and rationale for important decisions that affected my role.

8. Are certain forms of conflict more likely than others to be associated with each level of interdependence?

Yes, different levels of interdependence tend to produce different types of conflict. In highly interdependent teams where people depend on each other closely, task and role conflicts are common because coordination failures have immediate consequences. In less interdependent groups, conflicts often stem from personal differences or competing ideas rather than operational friction. The tighter the interdependence, the more likely conflict will be visible and require active resolution.

9. How comfortable are you personally in dealing with conflict?

I feel comfortable dealing with conflict when I understand the issue clearly. I try to listen to all sides before sharing my perspective. I believe conflict can lead to growth and better outcomes, especially when discussing complex technical design decisions. I always aim to find a fair and viable solution, and staying calm and respectful helps me manage conflict effectively.

10. Why don’t people engaged in all negotiation situations try to adopt a win-win mentality?

Not everyone embraces a win-win mentality because many people focus primarily on their own gains. They may worry about losing power or leverage if they compromise. Others may not trust that both sides can benefit equally from an agreement. A lack of negotiation skills or experience can also push people toward a more competitive, zero-sum approach rather than a collaborative one.