Abstract
Abstract An organizational simulation explored the selection and use of influence tactics as a function of characteristics of the influencer, the target, and the situation. The choice of influence tactics differed dramatically according to whether a person was high or low in the power-relevant personality traits of Machiavellianism and need for approval. Also, as people became more motivated to influence another person successfully, they became more assertive and less manipulative. Resistance from the target changed people's influence strategy: Promises and threats were replaced by reason-based tactics. Some implications for selection procedures, training programs, and organizational design are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
