Predicting managers’ choice of influence mode: The effects of interpersonal trust and worker attributions on managerial tactics in a simulated organizational setting

Abstract

The present study examined the effects of induced trust on subjects’ preferences for modes of influence in a simulated organizational setting. Using an exchange model, the authors predicted that coercive measures would be preferred by managers over reward or persuasion in conditions involving nontrusted workers; that persuasion would be perferred when workers were highly trusted; and that in intermediate situations, managers would prefer the use of reward as an influence tactic. In addition, the effects of sex of subject and sex of worker on preferred influence mode were examined. Results indicate that managers tend to use coercion with low‐trust workers and persuasion with high‐trust workers. Similarly they tend to attribute external motives (e.g., fear of punishment) to workers who are not trusted, and internal motivations (desire to do one's best) to highly trusted workers. Managers in the present study did not discriminate on the basis of worker sex. In the discussion the implications of the interaction of trust and influence mode are explored, and the likelihood of the occurrence of an inflationary power spiral is discussed.