Interpersonal influence in the workplace – part one: an introduction to concepts and a theoretical model

Abstract

PurposeThe purpose of this paper is to model the relationship between influencing behaviour, personality traits, work roles and role orientation. It builds on previous research into team roles, highlighting the relationship between influencing behaviour and team role behaviour.Design/methodology/approachStatistical analysis on questionnaire data from a mixed, work‐based, UK sample is used to assess relationships between influencing behaviour, role expectations, role orientation and team role behaviour.FindingsThe paper argues that team roles access different types of power and influencing behaviours depending on role and role orientation. Findings establish a link between influencing behaviour and team role behaviour, as well as personality traits, developing the idea that there is a significant social dimension to team roles.Research limitations/implicationsThe research does not consider specific influence attempts, nor does it present evidence regarding the effectiveness of patterns of influencing behaviour in particular contexts.Practical implicationsThe paper highlights the relationship between influencing behaviour and personality and contextual variables. Considering “when” different strategies and styles are used may offer guidelines for action. Findings reinforce the significance of the social dimension of team roles and indicate a need for further research to consider the success of influencing behaviour in different contexts.Originality/valuePrevious research into influencing behaviour has focused on its relationship to either situational variables or personality traits and, where personality variable have been studied, they have been specific traits. This research considers both sets of variables simultaneously and covers the whole personality domain. This is the first study of the relationship between team role behaviour and influencing behaviour.