Extending Influence Beyond the Chain of Command: Understanding the Relationship Between Power and Influence Tactics

2010 ◽  
Author(s):  
Gene Souza
Keyword(s):  
Influence Tactics ◽  
Chain Of Command ◽  
The Relationship ◽  
Power And Influence

The Use of Power and Influence in a Gendered World

1992 ◽  
Vol 16 (4) ◽  
pp. 439-447 ◽  
Author(s):  
Lynda M. Sagrestano
Keyword(s):  
Empirical Research ◽  
Interpersonal Relationships ◽  
Influence Strategies ◽  
Influence Strategy ◽  
Several Variables ◽  
Power Strategies ◽  
Gender Power ◽  
Relationship Of ◽  
The Relationship ◽  
Power And Influence

A review is presented of empirical research on the effects of gender and power on the use of influence strategies in interpersonal relationships. Several variables are considered, including gender, power, status, relationship of agent to target, and the goal of the influence attempt. Although gender appears to account for some of the findings, power and status are more critical variables in choice of power strategies. Because gender is inextricably linked to power and status, the relationship of gender to influence strategy usage can only be understood in terms of its relationship to power and status.

scholarly journals The Commitment of the Employee to the Supervisor and the Organization: The Role of Employee Competency and Downward Influence Tactics

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Tuty Lindawati ◽  
◽  
Fenika Wulani ◽  
Keyword(s):  
Organizational Commitment ◽  
Significant Relationship ◽  
Influence Tactics ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Important Work ◽  
Downward Influence ◽  
Managerial Employees ◽  
The Relationship

Employee’s commitment is an important work attitude for an organization. Supervisors can play a role in increasing it by conducting downward influence tactics. This study examines the relationship between employee competency and downward influence tactics (consultation, ingratiation, and exchange tactics), the relationship between these tactics and employee’s commitment to the supervisor and the organization, and the mediating effect of these tactics on the relationship between employee competency and employee’s commitment. Data were collected from 203 non-managerial employees who work in various industries in Surabaya, Indonesia. We analyzed the collected data by using PLS-SEM. This study found that employee competency has a significant positive relationship with downward influence tactics (consultation, ingratiation, and exchange tactics). In addition, consultation and ingratiation tactics have a significant relationship with one’s commitment to one’s supervisor, but only consultation tactic has a significant relationship with organizational commitment. The consultation tactic has a mediation effect on the relationship between employee competency and organizational commitment, and the commitment to the supervisor.

scholarly journals Tactics of Influence and Deinfluentization, Personality and the Personal Sense of Power Among Polish Managers

2021 ◽  
Vol 23 (3) ◽  
pp. 267-290
Author(s):  
Mateusz Paliga ◽  
Anita Pollak ◽  
Barbara Kożusznik
Keyword(s):  
Social Psychology ◽  
Big Five ◽  
Influence Tactics ◽  
Positive Relation ◽  
Organizational Goals ◽  
Rational Persuasion ◽  
Sense Of Power ◽  
Power And Influence

Power in organizations creates interpersonal settings and lays the ground for designating individual roles and positions of superiors and subordinates. In such a context, influence tactics are situation-specific behaviors used to change the behavior of others and achieve organizational goals. The notion that power and influence can be based on personal or positional variables was used to design the framework of the present studies intended to describe how trait- and state-like variables are related to influence tactics and deinfluentization. The subjects were 250 Polish managers. Study 1 (n = 250) was undertaken to collect data about the influence tactics of Polish managers to fill the void in information in the field of social psychology in organizations. In Study 2 (n = 104) we correlated influence tactics with the personal sense of power. The results proved that the perception of having the ability to exert power over others was positively related to rational persuasion, apprising, and pressure. In Study 3 (n = 69) we investigated the relationships of influence tactics and deinfluentization with the Big Five and directiveness. The results showed that Neuroticism was positively correlated with pressure, legitimating, and coalition, but negatively with rational persuasion and consultation. Extraversion was positively correlated with rational persuasion, so was Conscientiousness. Agreeableness was negatively related to coalition. Directiveness was in a positive relation with pressure but correlated negatively with personal appeals. Deinfluentization positively correlated with Agreeableness and negatively with directiveness.

Austen’s Innovations

2014 ◽  
Author(s):  
Michael Suk-Young Chwe
Keyword(s):  
Management Strategies ◽  
Strategic Thinking ◽  
Strategic Partnership ◽  
Multiple Selves ◽  
Human Relationships ◽  
Strategic Process ◽  
Chain Of Command ◽  
Simple Chain ◽  
The Relationship ◽  
Acting In Concert

This chapter examines Jane Austen's four innovations in game theory as seen in her six novels. First, Austen explores how two people form an intimate relationship by strategically acting in concert to manipulate a third. Strategic thinking does not assume atomistic individuals; indeed, Austen argues that strategic thinking in concert forms the basis of the closest human relationships. Her dubious as well as heroic couples are cemented through strategic partnership that leads to manipulation not only of horses but also of people. Second, Austen considers how the relationship between a person's multiple selves can be more complex than a simple chain of command. She asserts that self-management strategies are a matter of choice rather than temperament. Third, she looks at how a person's preferences change and finally, she insists that true constancy is not the same as stubbornness and views it as a strategic process.

Power and Influence in the Global System

2014 ◽  
Author(s):  
Simon Reich ◽  
Richard Ned Lebow
Keyword(s):  
Financial Crises ◽  
Strategic Thinking ◽  
Global System ◽  
Civilian Protection ◽  
System P ◽  
Context Dependent ◽  
Alternative Sources ◽  
The Relationship ◽  
Power And Influence ◽  
Sources Of Influence

This chapter develops a formulation of influence. It examines the relationship, but also the important distinctions, between material capabilities and power, and between power and influence. The chapter highlights alternative sources of power and sources of influence that do not depend, at least directly, on material capabilities. The approach here is constructivist in its emphasis on values and discourses, but it does not ignore material capabilities, strategic thinking, or implementation. Care has been taken to distinguish between the universal relevance of this chapter's formulation and its context-dependent application, as the chapter shows how it works in practice when applied to understanding globalization, financial crises, and civilian protection.

Influence Strategies/Tactics in the Workplace

Management ◽  
2021 ◽  
Author(s):  
Mahfooz Ansari ◽  
Jocelyn Wiltshire
Keyword(s):  
Social Influence ◽  
Empirical Evidence ◽  
Cultural Context ◽  
Influence Tactics ◽  
Psychological Effects ◽  
Target Person ◽  
Major Premise ◽  
Influence Strategies ◽  
Reciprocal Influence ◽  
Power And Influence

This article is a selective guide through the literature on influence tactics, which is grounded in the power-influence approach to leadership, most popularly known as bases of social influence/power. A major premise of the theory is that the exercise of influence is the essence of leadership. The theory deals with reciprocal influence processes in leadership—that is, leader power over subordinates and that of subordinates over the leader. In reality, the direction of influence/power may be downward (supervisor to subordinate), upward (subordinate to supervisor), lateral (coworkers to coworkers), or outward (customer). Though the two terms—“power” and “influence”—are used interchangeably, they are conceptually different. Power is defined as the ability to influence, whereas influence is power in action or the demonstrated use of power, and it is viewed as the process of producing behavioral or psychological effects in a target person. One may have power, but he or she may not feel like using it. That is, the use of power is influence. Though influence and power are conceptually distinct, they are often used interchangeably. Power is also confused with authority. Whereas power is the capacity to influence, authority is the power associated with position or chair. This bibliography begins with a description of the foundation of knowledge and general overviews and textbooks. Next, it discusses the emergence and types of influence tactics. Finally, it summarizes the empirical evidence concerning the antecedents and outcomes of influence tactics, as well as the cultural context of influence.

Do Leaders' Influence Tactics Relate to Members' Helping Behavior? IT Depends on the Quality of the Relationship

2006 ◽  
Vol 49 (6) ◽  
pp. 1194-1208 ◽  
Author(s):  
Raymond T. Sparrowe ◽  
Budi W. Soetjipto ◽  
Maria L. Kraimer
Keyword(s):  
Helping Behavior ◽  
Influence Tactics ◽  
The Relationship

Audit negotiations

2018 ◽  
Vol 33 (8/9) ◽  
pp. 658-682 ◽  
Author(s):  
Carolyn MacTavish
Keyword(s):  
Experimental Design ◽  
Financial Statements ◽  
Influence Tactics ◽  
Chief Financial Officers ◽  
Content Type ◽  
National Office ◽  
Client Relationships ◽  
Client Relationship ◽  
Compliance Officer ◽  
The Relationship

Purpose Audit negotiations are impacted by many factors. This study aims to investigate how two such factors, communication of the National Office Accounting Consultation Unit (ACU) and the auditor’s approach, affect chief financial officers’ (CFOs’) willingness to adjust the financial statements and satisfaction with the auditor. Design/methodology/approach This study uses a 2 × 3 between-subjects experimental design. Participants are 169 highly experienced CFOs and financial officers. The experimental design crosses the two multi-dimensional auditor approaches found in the literature with two influence tactics used to communicate ACU involvement, as well as a control condition, with no communication of the ACU involvement. Findings Communicating the ACU’s involvement as a higher authority (similar to a boss) results in greater willingness to record an adjustment to the financial statements when auditors use a hands-off “compliance-officer” auditor approach, but lower willingness by CFOs to adjust the financial statements when auditors use an expert-advisor auditor approach as compared to when coalition tactics are used. Results also show that communicating the ACU as a higher authority negatively impacts a CFO’s satisfaction with the audit partner. Overall, these results highlight the importance of the auditor’s approach and communication of ACU involvement within the auditor–client relationship. The outcomes of this study are limited to situations where unexpected audit adjustments are found during the year-end process and thus cannot be discussed pre-emptively with clients. Research limitations/implications This paper advances the understanding of how the multi-dimensional auditor’s approach can shape and limit the effectiveness of influence tactics. These factors are important, as auditors are tasked with maintaining not only quality audits but also client relationships. However, although rich in detail, factors other than auditor approach may have inadvertently been manipulated and are driving results. Practical implications The approach taken by the auditor with a client throughout the audit sets the stage during the auditor–client negotiations. Therefore, audit partners must consider their own approach with the client before communicating the ACU’s involvement as the auditor approach shapes and limits the tactics available for use. Using ill-suited tactics may undermine the client’s willingness to record an adjustment to the financial statements and cause undue harm to the auditor–client relationship. Originality/value This paper uses highly experienced CFOs and financial officers to examine how two common elements in the audit negotiation context can significantly affect the outcome to the financial statements and the relationship between the client and audit partner.

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