Hard Influence Tactics Research Articles

How marketers influence product platform decisions: A configurational approach

AbstractThis study identifies the political behavior marketers use to ensure the market fit of a new product platform. Drawing on two political NPD literature streams and configuration theory, the authors explain how (i) soft and hard influence tactics, (ii) reason, (iii) marketers' experience (with product and portfolio decisions), and (iv) the type of product platform (smart vs. conventional), together determine marketers' political effectiveness in gaining support for design modifications from the development team. The framework and hypotheses are tested using data from a sample of 100 influence attempts by marketers. A fuzzy set qualitative comparative analysis reveals no single, optimal solution but three “influence recipes.” First, we find a generic solution for both smart and conventional product platforms that combines marketer experience with reason and coalition building. Second, we note two additional solutions for smart product platforms: one consisting of marketer experience with coalition building and another one combining marketer experience with reason and assertiveness. Regression results reveal a positive relationship between marketers' influence behavior and platform performance in the marketplace, in support of a complementary and functional role of marketers' political behaviors in innovation management.

TAKTIK PENGARUH DAN HUBUNGANNYA DENGAN GAYA KEPIMPINAN PENSYARAH INSTITUSI PENGAJIAN TINGGI

Mastering the tactics of influence in leadership practices is important in able to impact the culture and relationships of fellow citizens in the organization. Hence, leaders need to know how to use appropriate tactics of subordinates to reduce conflict in leadership, especially in higher education. The purpose of this study is to identify the most frequently used influence tactics as well as to identify the relationship of influence tactics and leadership styles. This descriptive study involve sample of 154 polytechnic lecturers in Kelantan. The quantitative data of the study were collected by cross-sectional use of Influence Behavior Questionnaire and Multifactor Leadership Questionnaire. The findings show that soft influence tactics are most often used than hard influence tactics. The findings also show that the tactics of influence have a significant relationship with the transformational leadership compared to the transactional leadership and the laissez faire. It is important for a leader of an educational institution to identify appropriate influence tactics based on the situation and environment.

Influence tactics and “second-order” change in schools: case study research of principals' political behaviors and strategies

PurposePrincipals are considered central in initiating and mobilizing changes in schools; however, their political behaviors in the course of school changes are underexplored. The present research investigated the influence tactics used by school principals to induce teachers to join a process of second-order (deep and wide) change in the school teaching and culture. In specific, the authors were interested to know which influence tactics, principals and staff members considered to be efficient during such a second-order change process.Design/methodology/approachThe study was based on a case study method focusing on four Israeli Jewish state public religious schools participating in the “Routes” program aimed at strengthening religious values in schools. Data collection included semi-structured interviews with principals, teachers with program coordinators responsibilities and teachers in four schools.FindingsThe results indicate that school principals who are considered successful in leading changes display two key influence prototypes: a hybrid type that combines soft and hard influence tactics and a unitype that relies on soft influence tactics.Originality/valueThe research study contributed to the limited knowledge in educational administration on micropolitics and political behaviors in the course of school changes.

How do safety engineers improve their job performance? The roles of influence tactics, expert power, and management support

PurposeNon-technical skills are of increasing importance for safety engineers to perform their job. In their position as expert consultants, they work closely with managers. Thus, gaining management support is oftentimes crucial for safety engineers to successfully improve occupational health and safety. Drawing on organizational support theory (OST), this study investigates how safety engineers’ non-technical skills in communication and persuasion (i.e. rational and hard influence tactics) are related with their management support, and how management support is related with their individual task proficiency (ITP). The purpose of this paper is to examine the moderating role of safety engineers’ expert power in this context.Design/methodology/approachUsing an online questionnaire, survey data were collected from 251 safety engineers working in Austria.FindingsRational influence tactics are positively related to ITP via management support, whereas hard influence tactics are not. Safety engineers’ expert power moderates the relationship between influence tactics and management support and, consequently ITP. High (vs low) expert status strengthens the positive relationship of rational influence tactics on ITP via management support. For hard influence tactics, high (vs low) expert power buffered the negative relationship of upward appeal and pressure on ITP via management support.Practical implicationsSafety engineers should rely on rational persuasion when cooperating with management to obtain support and improve their own performance.Originality/valueThis study connects the effect of influence tactics in the context of safety engineers’ work performance with OST. It demonstrates that safety engineers’ influence tactics are related to work role performance through management support and that these relationships are moderated by expert power.

The effects of Leaders' Influence Tactics on Organizational Members' Turnover Intention and Organizational Citizenship Behavior: Mediating Effects of Social Justice and Moderating Effects of Structural Justice

본 연구는 리더의 강성적 영향력 전술과 연성적 영향력 전술이 구성원의 이직의도와 조직시민행동에 미치는 영향을 체계적으로 분석하였다. 이를 위해 공정성 이론을 통합하여 본 연구에서는 둘 사이의 관계에서 사회적 공정성의 매개효과와 구조적 공정성의 조절효과에 대한 실증을 하였다. 국내 기업에 종사하는 구성원들과 그들의 직속상사로 구성된 195쌍의 자료를 분석한 결과, 강성적 영향력 전술은 이직의도와 정적 관계를 나타낸 반면, 연성적 영향력 전술은 이직의도와 부적 관계, 조직시민행동과는 정적 관계를 나타내었다. 한편, 리더의 연성적 영향력 전술이 구성원의 이직의도 및 조직시민행동에 미치는 영향에 있어서 사회적 공정성이 둘 사이의 관계를 매개하였으며, 강성적 영향력 전술의 경우 구성원의 이직의도와의 관계에서 사회적 공정성의 매개효과를 확인하였다. 구조적 공정성의 조절작용에 있어서 리더의 연성적 영향력 전술이 사회적 공정성 형성에 미치는 영향에 있어서 구조적 공정성이 조절효과가 있음을 실증하였다. 이러한 결과를 바탕으로, 본 연구에서는 구성원의 이직의도를 낮추고 조직시민행동을 높이기 위해, 리더의 연성적 영향력 전술이 강성적 영향력 전술보다 더 효과적이라는 점을 도출해 낼 수 있었다. 또한 리더의 영향력 전술의 효과성은 구성원이 그들의 리더와의 상호작용과정에서 인식하는 사회적 공정성을 통해 결과변수에 영향을 미치는 것을 확인함으로써 메커니즘에 대한 구체적인 규명이 이루어졌다. 나아가 조직 차원의 구조적 공정성 인식은 영향력 전술이 사회적 공정성에 미치는 과정에 주요한 상황요인이 됨을 실증함으로써 조직 관리에 의미있는 지침을 제시하고자 하였다. 이를 통해 본 연구는 영향력 전술과 공정성 이론의 통합적 접근을 제시한 이론적 기여점과 더불어 실무적으로 조직 관리에 유효한 리더의 구체적인 행동 지침과 공정한 조직 관리의 중요성을 확인하였다.In today s fast-paced and severe competitive business environment, the role of leaders in retaining quality employees and facilitating organizational citizenship behaviors (OCB) among them becomes more and more crucial. Accordingly, this study examines the effects of leader influence tactics (i.e., hard and soft influence tactics) on employees turnover intention and organizational citizenship behaviors by incorporating justice theory. Specifically, this study investigates the mediating role of social justice in the relationship between leader influence tactics and employees work outcomes and the moderating effects of structural justice in this research model. Data were collected from questionnaires distributed to 195 dyads of employees and their direct leaders in 8 companies including financial, manufacturing, the information and communication business in South Korea. Results show that leaders hard influence tactics were positively related to employees turnover intention, whereas leaders soft influence tactics was negatively related to employees turnover intention and positively related to their OCB. Moreover, employees perceived social justice mediated the relationship between leader soft influence tactics and employees work outcomes and also mediated the relationship between leader hard influence tactics and their turnover intention. We also found that employees perceived structural justice moderated the positive relationship between leader soft influence tactics and their perceived social justice in a way that strengthens this relationship when their perceived structural justice was low rather than high. This finding further suggested that the levels of structural justice moderated the indirect effects of leader soft influence tactics on employees turnover intention and OCB. Theoretical and practical implications are discussed.

Taktik Pengaruh Dan Hubungannya Dengan Gaya Kepimpinan Pensyarah Institusi Pengajian Tinggi

Mastering the tactics of influence in leadership practices is important in able to impact the culture and relationships of fellow citizens in the organization. Hence, leaders need to know how to use appropriate tactics of subordinates to reduce conflict in leadership, especially in higher education. The purpose of this study is to identify the most frequently used influence tactics as well as to identify the relationship of influence tactics and leadership styles. This descriptive study involve sample of 150 polytechnic lecturers in Kelantan. The quantitative data of the study were collected by cross-sectional use of Influence Behavior Questionnaire and Multifactor Leadership Questionnaire. The findings show that soft influence tactics are most often used than hard influence tactics. The findings also show that the tactics of influence have a significant relationship with the transformational leadership style compared to the transactional leadership style and the laissez faire. It is important for a leader of an educational institution to identify appropriate influence tactics based on the institutional situation and environment.

Power, interactional justice, and hard influence tactics: Evidence from China and USA

We investigated how an individual's perception of interactional injustice interacts with a target's position power in determining that individual's decision to use hard influence tactics, and if this choice is influenced by the cultural factor of power distance. Our hypothesis was that China's high-power-distance culture, in which a target is in a position in which he or she possesses a high degree of power, would deter mistreated individuals from using hard influence tactics as retaliation, whereas in the USA, where high power distance is less common, positional power would not have this effect. Participants were 415 and 311 managers, respectively, in China and the USA. Our results supported the hypotheses, suggesting that the cultural factor of power distance is a deciding factor in people's consideration of whether or not to use hard influence tactics in reaction to the mistreatment from targets who hold a high degree of position power.

HR professionals' use of influence in the effective implementation of HR practices

This study examines the use of influence tactics by HR professionals to increase the likelihood that HR practices (HRPs) are effectively implemented. We use logistic regression to test the effect of HR professionals' use of both soft and hard influence tactics on HRP implementation effectiveness in a sample of 82 successful and 74 failed implementation processes. The results show that HR professionals are more likely to see the HRPs they develop effectively implemented when they (1) involve line managers in the development of HRPs (consultation), (2) look for credible figures within the organisation that may publicly endorse and support the new practice (coalition), and (3) do not put too much pressure on HRP users with deadlines and reminders (pressure). While soft tactics such as rational persuasion, inspirational appeals or ingratiation are very much used by HR professionals, our results show that they do not have a significant impact on HR implementation effectiveness when controlling for other factors such as HRPs' level of organisational fit and CEO support. We discuss these findings in the light of the HR implementation and HR influence literatures.

Employee Gender vs. Supervisor Gender: Gender Interaction Effects in Employees’ Upward Influence Behavior in Hotels

This study examined gender interaction effects in employees’ use of upward influence tactics. Employee and supervisor genders were paired up in a 2 × 2 design containing four cells. Data were collected from 108 employees in a Dutch hotel. Hypotheses were tested using both the traditional ANOVAs and the more robust Orthogonal Contrasts Approach. Results showed gender interaction effects existed in hard influence tactics. Specifically, assertiveness was used the least by female employees on male supervisors, and coalition was used the most by male employees on female supervisors. Theoretical and practical implications of the findings were discussed.

MENTORYSTĖ IR PASITENKINIMAS DARBU: MAŽŲ IR VIDUTINIŲ ĮMONIŲ MALAIZIJOJE TYRIMAS

Background. Mentoring plays a significant role in bridging the relationship between supervisors and subordinates. Past research studies found that job satisfaction had significant impact on organizations. This study endeavours to investigate mentoring and satisfaction of employees in Malaysian organizations. This study examines mentoring and employees’ job satisfaction in the Malaysia context. Methods and Results. This research attempts to test empirically and to validate a conceptualization of mentoring, namely, career functions and psychosocial functions, with the presence of supervisors’ gender as moderator on job satisfaction. Data was gathered through a survey using a structured questionnaire from a sample of 156 executive level employees employed in small and medium enterprises in Sarawak, Malaysia. Conclusions. This study revealed the positive connection between mentoring and job satisfaction was partially supported. Gender was found to have direct impact on employees’ job satisfaction. Implications of the findings, potential limitations of the study, and directions for future research are further suggested. keywords: job satisfaction, mentoring, Malaysian executives, gender. Human resource management encounters the daunting tasks of employing essential employees into the organizations to match the organization’s requirements and expectations. As a result, there is 1 Address for correspondence: Faculty of Economics and Business, University Malaysia Sarawak, 94300 Sarawak; phone: +(60) 164491009, e-mail: mclo@feb.unimas.my. May-Chiun Lo, T. Ramayah, Lim Chin Kui 70 a pronounce need to create suitable ideas, develop appropriate strategies to enhance the interactions between supervisors and workers, and to detailed a broad insight that can assist managers of human resource increased results and enhanced performance. Knippenberg and Steensma (2003) postulated that the expectation of a future interaction between the supervisors and subordinates would reduce the usage of hard influence tactics as this may endanger the relationship and make it less attractive. Previous research have evidenced the impact of mentoring in professional and personal development of young members in the organizations. Extant research has shown that mentoring is one of the best ways in organizational learning and has demonstrated positive results with support (Ortiz-Walters and Gilson, 2005; Okurame, 2008; Simmonds & Zammit Lupi, 2010) and job satisfaction (Bahniuk et al., 1990; Seibert, 1999). It was noted that protege’s that received mentoring support were able to demonstrate better job performance and career development (Liden, Sparrowe, & Wayne, 1997) and reduce turnover intention among the employees in the organization mentorship (Bverly & Sharon, 2005; Branch, 1999). In addition to that, companies that have proper mentoring programs in place are able to attract job seekers and retain good employees (Allen & O’Brien, 2006). Past studies have elucidated that, the rapport between supervisors and subordinates could be strengthened through mentoring (Dawley, Andrews, & Bucklew, 2010). Researchers in the past have evidenced that committed protege demonstrated high job satisfaction and hence unlikely to look for other jobs (Iverson & Buttigieg, 1999). Previous researchers have not found consistent evidence concerning the effect of mentor’s gender on an individual’s job satisfaction. Some studies have confirmed that gender is the foremost important traits that could have a strong effect on how men and women perceived themselves and as perceived by others (Korabik, 1997; Ridgeway, 1992). Hence, there appears to be a gap in extant literature as there shows little evidence of research being done to examine the possibility of mentoring as a predictor of subordinates’ job satisfaction and if gender of the mentors has a significant impact in moderating the relationships of these variables. This research attempts to determine the effect of mentoring on job satisfaction among executives working in Malaysian manufacturing industry. This research endeavours to shed lights on the following issues on: International Journal of Psychology: A Biopsychosocial Approach Tarptautinis psichologijos žurnalas: biopsichosocialinis požiūris 71 2013, 13, 69–90 p. (i) Does mentoring positively influence employees’ job satisfaction? (ii) Does gender of the mentors moderate the relationship between mentoring and employees’ satisfaction?

The frequency of the dyadic influence tactics according to communication media

One of the most important determinants of managerial effectiveness in achieving organisational objectives is the success in influencing subordinates, lateral peers and supervisors through influence tactics. However, little attention has been paid to the use of a communication medium in the context of influence tactics. Our objective is to study the frequency of these dyadic influence tactics on diverse communication media. The study involves a questionnaire-based survey conducted on Spanish post-graduate students who had been working in medium-sized or large companies during the last 2 years or more. The results suggest that the richness of the medium explains most similarities and differences in the frequency of influence tactics for different communication media. Furthermore, in the study of hard influence tactics in communication media with similar richness, it is necessary to introduce social aspects and the level of surveillance in order to explain it fully. This study helps managers to understand the relationships between influence tactics and the use of communication media in order to improve their communication effectiveness.

How do we approach accountability with our constituency?

PurposeThe main aim of this study is to analyze the perception of influence tactics used by male and female representatives in order to gain the commitment of their constituencies when accounting for the outcomes reached in a collective bargaining round.Design/methodology/approachAn experimental design was used to manipulate agreement – favorable vs unfavorable – using collective bargaining scenarios, and measurements were made of subjects' perceptions of the use of hard and soft influence tactics and constituency commitment. Participants stated which influence tactics they would use to inform their constituents about a positive or negative agreement, and the level of commitment they would expect from their constituency.FindingsResults show that hard tactics are perceived as being more effective than soft tactics for enhancing constituency commitment to unfavorable results. Women perceive that they use more soft tactics than men to announce unfavorable agreements, while men perceive that they use more soft tactics than women to announce favorable agreements between parties. Overall, the perception of influence exercised over the constituency is strongly affected by gender, along the lines that men tend to explain and justify their successes and not their failures, while women tend to justify their failures and not their successes.Research limitations/implicationsAs the evidence in this study came from self‐report measures, future studies should corroborate findings by observing representative behavior.Practical implicationsThe findings have important implications for training programs of representatives in collective bargaining, particularly in the exercise of influence at the second negotiation round.Originality/valueThe paper demonstrates that gender is an important moderator in representative‐constituency negotiation.

影響戦術スタイルが友人からのサポートの入手可能性に及ぼす影響

This study examines how the use of influence tactics between peers affects the likelihood of eliciting social support. The participants (261 college students) were asked to imagine themselves in one of six scenarios, which described a hypothetical peer agent who usually uses specific influence tactics and the strength of the friendship. Then the participants rated the likelihood of supporting the agent, when the agent confronted a stressful situation. The result shows that the participants gave less spontaneous support to an agent who used hard influence tactics, such as restricting their freedom in choosing a course of action. Regarding emotional support, when they are in a close relationship with the agent, the participants gave the most spontaneous support to the agent using soft influence tactics, such as ingratiation. Participants gave steady socio-emotional support to agents using rational influence tactics, regardless of their relationship. This study also examined how influence tactics affect the participants' impression of the agent.

Influence and Political Processes in Cyberspace

The ways team members choose to influence each other and the political processes that take place within the team have important implications for the team’s effectiveness. We present an exploratory investigation of the ways both phenomena occur in global virtual teams. Based on interviews with team members and managers, combined with existing knowledge of these processes, we present a preliminary model that includes familiarity, team centrality and task focus as variables mediating the relationship between the multicultural and virtual aspects of the teams and the use of influence and politics. Our findings also suggest that the use of hard influence tactics and political actions is milder in global virtual teams in relation to collocated teams.

Influence of Sex Differences in Leaders' Behavior

Sex differences in influence tactics were examined with a sample of 269 followers (67 men, 202 women) at a large midwestern national insurance company who rated the downward influence tactics used by their direct supervisors. Downward influence tactics are behaviors used by leaders to gain compliance from followers. One department within the organization was identified as a source for participants in the study. Participation was voluntary. The age range for the sample was 21 to 65 years, with the largest percentage falling in the 40-49 year range (M = 3.8, SD = .8). Hierarchical linear modeling procedures were utilized to analyze the multiple level data (leader and follower) and to examine variables within the organization at different levels of analysis. Leader participants were asked to solicit their followers to complete an influence tactic measure, which consisted of the most reliable subscales taken from the Influence Behavior Questionnaire, Schriesheim and Hinkin Influence Measure, and the Profiles of Organizational Influence Strategies. The integrated measure resulted in a 45-item scale. It was hypothesized that, overall, followers would report that male leaders would use hard influence tactics more frequently than female leaders. On the other hand, followers would report that female leaders would use soft influence tactics more frequently than male leaders. When differentiating followers by sex, however, we expected that male followers would report more than female followers that their leaders use hard tactics more frequently. Also, we expected that female followers would report (more than male followers) that their leaders use soft tactics more frequently. Overall, followers reported that male leaders used significantly more personal appeal and consultation, so called "soft tactics," with their followers than did female leaders. Female followers reported that their leaders (both male and female) used consultation and inspirational appeal more frequently. In contrast, male followers reported that their leaders used exchange, so called "hard tactics," more frequently.

Transition to self‐directed work teams: implications of transition time and self‐monitoring for managers' use of influence tactics

AbstractIn the face of heightened competitive pressures, elevated quality expectations, and calls for worker empowerment, more and more organizations have turned to self‐directed work teams (SDWTs). A review of the literature devoted to SDWTs suggests that managers often struggle with the transition to SDWTs because of the required shift in control to SDWT members. To promote the development of work teams, managers must modify their use of influence tactics in direct response to the control shift.In this study, we explore changes in managers' usage of influence tactics during the transition to SDWTs within a large aluminum manufacturing plant. Analyses of longitudinal data show that despite the new team environment, managers' use of influence tactics was focused at the individual level. We also found that transition time accounts for variance in managers' choices of influence tactics. Finally, an exploratory analysis suggests that high as opposed to low self‐monitoring managers may be more prone to increase their usage of soft influence tactics and decrease their usage of hard influence tactics over the course of the transition; the influence behavior of low self‐monitoring managers remained unchanged. Implications for future research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.

Future Interaction Expectation and the Use of Soft and Hard Influence Tactics

Les stratégies d’influence varient en fonction du contrôle qu’elles exercent sur la situation et la cible. Les stratégies “douces” laissent plus que les stratégies “dures” la possibilitié pour la cible d’accepter ou de rejeter la tentative d’influence. La solution “dure” engendre donc généralement une plus grande tension dans la relation entre la cible et l’agent d’influence. Cette recherche est centrée sur la conséquence que la représentation de l’interaction à venir peut avoir sur le choix d l’une ou l’autre stratégie. Les résultats d’une expérience indiquent que l’expectation d’une interaction diminue l’appel à l’influence en général et aux stratégies d’influence dure en particulier. On peur supposer que la perspective d’une interaction prolongée rend moins attractif le choix d’un comportement qui pourrait mettre la relation en danger. Les résultants ont aussi montré que les stratégies douces étaient plus employées que les dures et que les homes faisaient plus appel à l’influence que les femmes.The influence tactics that people use may vary in the extent to which they take control over the situation and the target. Soft tactics allow the target of influence more latitude in deciding whether or not to accept the employed influence than hard tactics. As a consequence hard influence tactics usually place more strain on the relationship between influencing agent and target. This study focused on the effect that the expectation of future interaction may have on the use of hard and soft influence tactics. The results of an experiment indicated that the expectation of a future interaction diminished the use of influence in general and of hard influence tactics in particular. Presumably, the expectancy of prolonged interaction made the display of behavior that might endanger the relationship less attractive. Furthermore, results showed that soft tactics were used more often than hard ones and that men employed more influence than women.

The Use of Hard and Soft Influence Tactics in Cooperative Task Groups

This study focused on the effect of relative competence and confidence in one's own task solution on the use of hard and soft influence tactics. For this purpose a 2 (relative competence: high/low) × 2 (influence tactic: hard/soft) between-subjects design, with the level of confidence generated by task characteristics as within-subjects factor, was employed. Results revealed that high competence individuals were less susceptible to the strength of the available influence tactic than low competence individuals: whereas high competence group members used hard tactics about as often as soft tactics, low competence group members used hard tactics less often than soft ones. However, this effect only showed when the task gave rise to high confidence in one's own task solution. When low competence group members had relatively low confidence, the frequency by which they used soft tactics declined substantially. All in all, the results suggest that people who aim for a positive group outcome employ influence tactics cautiously.

Test of a Justice-Based Model of Subordinates' Resistance to Downward Influence Attempts

The authors developed and tested a model that depicts interactional justice as a mediator of the effects of managers' influence tactics on subordinates' resistance. Data collected from supervised workers provided evidence of mediated moderation: The use of hard influence tactics was associated with lower resistance when they were used with soft influence tactics. This effect was mediated by the experience of interactional justice. Although the use of rational influence tactics was unrelated to subordinates' resistance, it was associated with greater interactional justice when they were not used with soft influence tactics. Resistance was also related to the content of the influence attempt: Resistance was lower when targets perceived the request to be interesting, important, and unarnbiguous. Implications and directions for future research are briefly discussed.

Affirming communicator style of supervisor and subordinate use of upward influence tactics: An analysis of nonmanagerial and managerial employees

This investigation focuses on how subordinates perceive their supervisor's affirming communicator style (i.e., friendly, attentive, and relaxed) and the upward influence tactics they select. Results demonstrated that: 1) both managerial and nonmanagerial employees are less likely to use hard influence tactics (i.e., assertiveness) when communicating with supervisors with an affirming style, 2) managerial employees are more likely than nonmanagerial employees to use hard upward influence tactics (i.e., coalition, upward appeal, and assertiveness), 3) nonmanagerial employees perceive supervisors who communicate with an affirming style as being more participative decision makers, and 4) both managerial and nonmanagerial employees are more satisfied with supervisors who communicate with an affirming style.