Abstract
AbstractProgress in developing theories of interpersonal influence depends on the identification of meaningful and measurable constructs for classifying influence behavior. We assessed the construct validity and relative effectiveness of two new influence tactics with a field survey study, an incident study, and a laboratory experiment. The confirmatory factor analysis of data from the survey study indicated that collaboration and apprising were distinct from nine proactive tactics identified in earlier research. Additional evidence for construct validity was provided by a comparison of tactics in terms of expected differences in influence outcomes, frequency of use, and differential use with subordinates and peers. Managers who understand the differences among the tactics will be more effective in influencing people in organizations. Copyright © 2005 John Wiley & Sons, Ltd.
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