Influence tactics and objectives in upward, downward, and lateral influence attempts

Article Abstract:

Two studies were conducted to replicate and extend previous exploratory research by Kipnis, Schmidt, and Wilkinson (1980) on influence tactics and objectives in organizations. A new questionnaire was developed that included measures of important influence tactics and objectives omitted in the earlier research. Whereas the earlier research used only agent self-reports of influence behavior, the present research used both agent and target reports. Differences in downward, lateral, and upward influence attempts were replicated more for data from agents than for data from targets. Direction of influence had a stronger effect on influence objectives than on influence tactics. Despite some differences due to data source and direction of influence, the relative frequency of use for the 8 influence tactics was remarkably similar across conditions. Consultation and rational persuasion were the tactics used most frequently, regardless of the direction of influence. (Reprinted by permission of the publisher.)

Supervision of employees, Employee supervision

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Importance of different power sources in downward and lateral relations

Article Abstract:

An exploratory study was conducted to increase knowledge of the types of power used to influence subordinates and peers. The study involved two taxonomies for conceptualizing power, two questionnaires for measuring power, two outcome criteria, two levels of management, and two respondent samples. Innovative features include new power scales, a larger variety of power sources, and measurement of lateral power as well as downward power. Results indicate that managers had more position power over subordinates than over peers. Downward reward and coercive power were greater for middle managers than for lower level managers. Legitimate power, expert power, and agent persuasiveness were the three most important reasons reported for doing what peer or boss requested. Personal power was more important than position power as a determinant of task commitment and ratings of managerial effectiveness. (Reprinted by permission of the publisher.)

Analysis, Management research, Interpersonal relations, Power (Social sciences), Political power

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Antecedents of influence outcomes

Article Abstract:

Influence incidents described either by agents or targets were coded for the presence of 9 influence tactics, and the outcome was coded in terms of commitment, compliance, or resistance. Agent power and content factors for an incident were measured with a short questionnaire. This study is the first to show that influence tactics, agent power, and content factors independently affect influence outcomes. Target commitment was more likely when the request was important and enjoyable to implement, and the agent had strong referent power, used consultation, inspirational appeals, or a strong form of rational persuasion, and did not use pressure. (Reprinted by permission of the publisher.)

Executive ability, Power (Philosophy)

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