Validation of a Turkish Version of the Profiles of Organizational Influence Strategies

Abstract

Influencing others is at the heart of the management process. Managers use the influencing process for the purposes of controlling workers, using limited sources, implementing organizational change, breaking down the resistance of workers to this change, and enhancing the performance of workers of different from the managers’ backgrounds. This study was carried out on data from two distinct samples (n = 361, n = 284) by an adaptation of the “Profiles of Organizational Influence Strategies (POIS): Influencing Your Manager (Form M)” and “Profiles of Organizational Influence Strategies (POIS): Influencing Your Subordinates (Form S)”, developed by Kipnis and Schmidt (1999) to Turkish culture and findings about the adaptation’s validity and reliability values. In the first sample analyses, the results of the study indicated that the scale had high construct validity and internal consistency coefficients. These six factors were termed as: “Friendliness”, “Reason”, “Bargain”, “Assertiveness”, “Higher Authority” and “Coalition”. In the second sample analyses, it was found that the scale has a factor structure not much different from the original factor structure. In the data analysis, seven factors are determined by Confirmatory Factor Analysis (CFA) to determine whether these factors are composed of a consistent structure or not. The results of the study indicated that the scale had high construct validity and internal consistency coefficients. These seven factors were called: “Friendliness”, “Reason” “Bargain”, “Assertiveness”, “Higher Authority”, “Sanctions” and “Coalition”.