Model Of Interpersonal Influence Research Articles

Dating App Communication: Personal Characteristics, Motives and Behavioural Intent

Guided by the uses and gratifications theory ( Katz et al., 1973 ) and the goals-planning-action model of interpersonal influence ( Dillard, 1990 ), two studies are presented to examine aspects of Dating app communication. Study 1 ( N = 526) investigates proximal relations between a personality trait and motives and motives and behavioural intent. Study 2 ( N = 200) further probes elements of study 1 in a new sample and investigates new personality traits to motives. Collectively, these studies provide an initial look at and explain the relations between personality traits, motives and behavioural intent, which advance understanding of Dating app use from an interpersonal communication perspective. Implications, limitations and future directions are also discussed.

Motivations for adolescent self-harm and the implications for mental health nurses.

Introduction Although self-harm is a relatively common occurrence in adolescents, there is a lack of understanding about the motivations behind it. A poor understanding of self-harm contributes to negative perceptions about those who self-harm and a poor healthcare experience. Aim & Methods This study identifies motivations behind self-harm in school-based adolescents using a cross-sectional survey. Motivations behind self-harm were elicited using a scale and open-ended responses. Results Of the 856 adolescents who completed the survey across 11 postprimary schools, 103 reported a history of self-harm. The most commonly endorsed reason for self-harm was to 'get relief from a terrible state of mind' (79%). Open-ended responses were consistent with scale responses with most reporting that they self-harmed to relieve distressing emotions. Discussion Findings provide support for the affect-regulation model of self-harm with support also demonstrated for the self-punishment and antidissociation models. There was little support for the interpersonal influence model suggesting that the commonly held belief that self-harm is attention-seeking is one attributed by others to young people, and not widely reported by young people themselves. Implications for practice Mental health services need to be responsive to the needs of young people who self-harm which requires eliciting and understanding the individual and multiple meanings behind self-harm to best inform treatment options.

Social power and leadership in cross-cultural context

Purpose – The purpose of this paper is to examine how the exercise of power by leaders is impacted by cultural factors. The authors present a conceptual framework to examine the interaction of various cultural dimensions with harsh and soft power bases, thereby delineating the cross-cultural appropriateness of various power bases that may be tapped by organizational leaders. Design/methodology/approach – Compatibility of each cultural dimension with harsh of soft power bases is conceptually examined, in the context of Raven’s power interaction model of interpersonal influence. Findings – Soft power bases are more likely to be activated by managers in cultures that are collectivist, loose, long-term oriented, but low on power distance and uncertainty avoidance. Harsh power bases are expected to be chosen for influencing subordinates in cultures that are tight, short-term oriented, and high in power distance. Research limitations/implications – This is only an initial attempt to look at the exercise of social power in the context of societal culture. The framework can be extrapolated to a more fine-grained examination of the phenomenon. Practical implication – The conceptualization has potential implications for developing training programs aimed at improving managers’ cross-cultural competencies. Originality/value – Using a cross-cultural lens to examine how a leader exercises power contributes to a holistic view of power and culture. A cross-cultural extension of the power/interaction model, as suggested by the authors, adds value to the field of management development thinking and practice.

Social Power and Cross-cultural Leadership: A Conceptual Exploration

Because the essence of leadership is considered to be influencing others to pursue common objectives, the way power is exercised by leaders (i.e. the influence process) has been of importance to social psychologists, as well as management scholars. Increasing focus on social and business activities spanning more than one country makes it imperative to examine how the exercise of power by leaders is impacted by cultural factors. In this paper, we rely on the Power/Interaction Model of interpersonal influence to present a conceptual framework to examine the interaction of cultural dimensions (i.e., power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity, long-term orientation, and tightness- looseness) with harsh and soft power bases. An emphasis is placed on fostering an understanding of the cross-cultural appropriateness of the various power bases that may be tapped by organizational leaders.

The art of successful influence: matching influence strategies and styles to the context

PurposeThe purpose of this paper is to present evidence to support the idea that the art of successful influence lies in matching the strategies and style used to the context. The paper describes research into the relationship between the frequency with which people use six influence strategies, and how they combine them to form various influence styles, and a wide variety of contextual variables found by previous research to be linked to influence behaviour. It is relevant to everyone at work, including leaders, managers and professionals involved in training, development, coaching and mentoring activities.Design/methodology/approachThe model of influence behaviour identifies six sets of influence strategies used by people at work and three dimensions of influence style, based on research into how people tend to combine these strategies in practice. The research methodology involves looking at the degree of correlation and its statistical significance between the frequency with which people use these influence strategies and styles at work and 33 contextual variables. Data were collected from 161 men and women, at all levels, in a wide variety of public sector organisations in the UK, over a seven‐year period.FindingsThe author found support for the idea that influencing behaviour varied in different contexts. Statistically significant relationships were identified between the frequency of use of influence strategies and styles and the 33 contextual variables. Clusters of contextual variables were also shown to be related to influencing behaviour. It was argued that these findings can be used to guide action.Practical implicationsThe findings have implications for the development of leaders and managers. The model of interpersonal influence allows individuals to identify their particular situation and draw conclusions, rooted in theory and derived from research, about how to enhance their effectiveness in influencing others at work.Originality/valueThe originality and value of this paper lies in the way in which it extends and develops previous theory and research, including that by the author and collaborators published in previous editions of Industrial and Commercial Training, thereby validating the model and the research instruments used to operationalise it. The findings confirm that influencing behaviour does vary in different contexts and provides evidence that clearly indicates the particular contextual variables linked to the frequency of use of specific influence strategies and styles.

Postawy rodziców i płeć psychologiczna a preferencja stylu kierowania

The article is concerned with the subject of gender, parental attitudes and styles of people management. Theoretical grounds of the article refer to Gender Schema Theory worked out by S. L. Bem, Power/Interaction Model of Interpersonal Influence by B. Raven and Parental Attitudes Theory by M. Plopa. In the researches participated 122 executives (60 woman, 62 man) from southern Poland. The author used „Sex Role Inventory” A. Kuczyńskiej (IPP), Raven Interpersonal Influence Inventory, adapted by Z. Zaleski and Parental Attitude Scale of Plopa (KPR-Roc). There were found statistically significant associations between the paternal lability upbringing, overprotective maternal attitudes and directive style. Also was observed correlation between androgynous, mothers’ reasonable protection and democratic leadership style.

Interpersonal influence in the workplace: influencing behaviour and 360‐degree assessments

Purpose – The paper aims to present and discuss research into the relationship between influencing behaviour and impact, including gender and seniority differences.Design/methodology/approach – The paper builds on previous articles considering influencing behaviour in the workplace. These articles present a model of interpersonal influence and describe how individual influencing behaviour varies in different contexts. They identified the need for further investigation into the effectiveness of such behaviours in those contexts. This research utilises 360‐degree performance assessments as an indicator of the “effectiveness” or impact of workplace influencing behaviours.Findings – The findings extend previous work supporting the idea that there are few, if any, influencing behaviours that apply to all situations and highlight the role of expectancies in work place assessments of influencing behaviours.Research limitations/implications – The research highlights ways in which the relationship between influenc...

The Bases of Power and the Power/Interaction Model of Interpersonal Influence

This article provides a summary of work done by Raven and his colleagues on bases of power. It ranges from the initial work in 1959 of French and Raven through decades of follow‐up work, and ties the work to that of others doing work on power bases. After the summary, the author responds to a series of questions that probe the work in greater depth, allowing explication of much of the thinking underlying and leading to publications of Raven and colleagues that are well known to social psychologists.

Interpersonal influence in the workplace – part two: some research findings – influencing behaviour, personality and context

PurposeThe purpose of this paper is to present findings, and discuss the relevance of those findings, with regard to research undertaken about interpersonal influence in the workplace.Design/methodology/approachThis paper is the second part of a three‐part paper considering influencing behaviour in the workplace, the ways in which people at work go about getting their way with others. This part of the paper is divided into two main sections. The first section presents the research findings. The second section discusses the relevance of the findings. In particular, it considers how the observed relationships may provide guidelines for action, suggesting the circumstances in which particular influencing strategies and styles may be appropriate and inappropriate.FindingsThe findings support the idea that influencing behaviour is related to the characteristics of the person, their work role and their orientation to that work role.Research limitations/implicationsThere is clearly a need for further research. For example, the findings presented in this paper tell us nothing about whether patterns of influencing behaviour are actually effective in particular contexts. This raises further questions about how we might assess “effectiveness”. One possible approach is to look at the relationship between behaviour and assessments of effectiveness by other people, including 360 degree assessments. This approach has the merit of being consistent with the model of interpersonal influence described in the paper, that includes explicit reference to expectancies and has feedback loops between behaviour, responses and expectancies.Originality/valueThis paper is of value in presenting research findings that shine light on the nature of the relationship between influencing behaviour and both personality and contextual variables.

Condom Use Negotiation in Heterosexual African American Adults: Responses to Types of Social Power-Based Strategies

This study examined gender differences and preferences in the use of and response to six different styles of condom use negotiation with a hypothetical sexual partner of the opposite gender. Participants were 51 heterosexually active African American adults attending an inner-city community center. Participants completed a semistructured qualitative interview in which they were presented with six negotiation strategies based on Raven's 1992 Power/Interaction Model of Interpersonal Influence. Results showed that female participants responded best to referent, reward, and legitimate strategies, and worst to informational tactics. Male participants responded best to reward strategies, and worst to coercion to use condoms. Further, responses given by a subset of participants indicated that use of negotiation tactics involving coercion to use condoms may result in negative or angry reactions. Response to strategies may vary with the value of the relationship as viewed by the target of negotiation. Implications for HIV prevention efforts are discussed.

Dynamics of Political Polarization

This article accounts for two puzzling paradoxes. The first paradox is the simultaneous absence and presence of attitude polarization—the fact that global attitude polarization is relatively rare, even though pundits describe it as common. The second paradox is the simultaneous presence and absence of social polarization—the fact that while individuals experience attitude homogeneity in their interpersonal networks, their networks are characterized by attitude heterogeneity. These paradoxes give rise to numerous scholarly arguments. By developing a formal model of interpersonal influence over attitudes in a context where individuals hold simultaneous positions on multiple issues, we show why these arguments are not mutually exclusive and how they meaningfully refer to the same social setting. The results from this model provide a single parsimonious account for both paradoxes. The framework we develop may be generalized to a wider array of problems, including classic problems in collective action.

Asymmetry in information versus asymmetry in power: Implicit assumptions of agency theory?

The hypothesis of this article is that agency theory makes implicit assumptions on the power relation between principal and agent. It implicitly assumes an asymmetry in power in favour of the principal. The bases of power approach [French Jr., J.R.P., Raven, B.H., 1959. The bases of social power. In: Cartwright, D. (Ed.), Studies in Social Power. University of Michigan, Ann Arbor, pp. 150–167; Raven, B.H., 1992. A power/interaction model of interpersonal influence: French and Raven 30 years later. Journal of Social Behavior and Personality 7, 217–244] of social psychology is used to prove this argument. Surprisingly, the social power perspective does not only reveal this implicit assumption. It also paves the way for a new mechanism that resolves agency problems that had not yet been discovered by agency theory: identification systems.

De French e Raven (1959) ao modelo poder/interação de influência interpessoal: uma discussão sobre poder e influência social

Na literatura sobre comportamento organizacional (CO), observa-se que poder é um tema bastante discutido. Somech e Drach-Zahavy (2002) salientam que a tipologia de French e Raven (1959) tem sido uma das abordagens mais populares para a coneeituação das bases de poder na influência interpessoal. Podemos perceber uma influência do entendimento de French e Raven (1959) acerca de poder e influência e o uso freqüente da tipologia de poder apresentada por eles em livros da área de CO publicados no Brasil. Entretanto, avanços obtidos por Raven não são discutidos. Com base no anteriormente exposto, procura-se neste ensaio resgatar as palavras de French e Raven (1959), de forma a apresentar a idéia original dos autores sem a influência de paráfrases e traduções, partindo do ponto de vista de que tal procedimento pode contribuir para melhor compreendermos os construtos "poder" e "influência". Além disso, é apresentado o modelo poder/interação de influência interpessoal, desenvolvido e discutido em diversos textos por Raven. Utilizando-se as teorias sobre gerenciamento de impressões é feita uma crítica ao modelo poder/interação e proposta uma alteração em relação à sua concepção original.

A test of the initial processes of the goal‐planning‐action model of interpersonal influence

Dillard's goals‐planning‐action (GPA) model of interpersonal influence encompasses two different process models depending on the initial weighing of primary and secondary goals. In contrast to the GPA's prediction that the ordering of the intervening processes is moderated by the initial weighing of these two types of goals, a simplified version was found that fit the data both when the primary goal was greater than the secondary goal and when the secondary goal was greater than the primary goal. In both conditions, the two types of goals have simultaneous, direct relationships with the persuaders’ decisions to engage their targets, and indirect effects on subsequent plan generation.

Interpersonal influence and attitude change toward conformity in small groups: A social psychological model

Friedkin and Johnsen's interpersonal influence model (Friedkin, 1999; Friedkin and Johnsen, 1999) does not specify the mechanism of social influence, how they affect each other. I introduce some social psychological theories and bring those into Friedkin's model so that the emergence of social influence through the social psychological process is clearly described. At the same time, the possibility of reactance against the persuasion is introduced. Reactance plays a role for the people in the group to have similar but not identical attitudes.

Kurt Lewin Address: Influence, Power, Religion, and the Mechanisms of Social Control

A power/interaction model of interpersonal influence is applied to the analysis of religions as mechanisms of social control. The original six bases of power presented by French and Raven (1959)—coercion, reward, legitimate position, expert, referent, and informational—are expanded to include variants of these bases: personal reward and coercion and legitimacy of equity, reciprocity, and responsibility (Raven, 1992). Over centuries, certain sages, seers, and chieftains, feeling that they knew what was best for their people individually and collectively, have attempted to utilize these power resources (e.g., to counter tendencies toward murder, theft, adultery, mayhem, or harmful dietary practices). To implement power strategies, various preparatory devices were developed, which include the establishment of a Deity, whose ultimate reward and coercive power is enhanced by omnipotence; whose omnipresence establishes necessary continual surveillance; and whose ultimate expertise follows from omniscience. Much of what has been developed in holy works, and in supportive art and literature, can then be seen as further preparing the bases of power for social control. Tensions result when a populace that is educated to expect informational power is faced with a religion that emphasizes extreme coercion, reward, ultimate legitimate and expert power.

Gender, Self‐Esteem, and Focus of Interest in the Use of Power Strategies by Adolescents in Conflict Situations Schwarzwald and Koslowsky

Considerable evidence indicates that an individual's preference of power strategies for gaining compliance is associated with personal and social variables that may affect the quality of the relationship between the parties involved. This study examined how adolescents manage conflict situations and tested the importance of personal and situational characteristics in choosing power strategies for influencing others. Using Raven's (1992, 1993) power interaction model of interpersonal influence, hypotheses regarding the relationship between gender, self‐esteem, and focus of interest (self versus group), on the one hand, and power choice, on the other hand, were formulated. Eighth graders (N = 356) were given scenarios of conflict situations and were asked to indicate the extent to which they would resort to each of the power strategies listed in the questionnaire to influence the other party in the scenario. Gender and focus of interest explained most of the observed variance. Boys, as compared to girls, indicated greater influence attempts regardless of strategy type. Adolescents with a self‐interest focus, as compared to those with a group interest focus, resorted more to coercion and less to dependence. Low‐self‐esteem adolescents preferred reciprocity when compared with high‐self‐esteem ones. Because gender differences explained the bulk of the variance, the discussion emphasized social ramifications concerning cross‐cultural differences and gender role development as they relate to power strategy preferences.

Social power in school consultation: A contemporary view of French and Raven's bases of power model

This article (a) offers an updated view of French and Raven's (1959) bases of social power model, (b) describes Raven's (1992) power/interaction model of interpersonal influence, and (c) applies elements of both to the practice of school consultation. In contrast to Martin (1978), who proposed that only expert and referent power pertain to school consultation, it is posited here that all six power bases (coercive, reward, legitimate, expert, referent, and informational) are attributed to and used by the school psychologist-consultant in working with teacher-consultees. Social power and influence are explored relative to typical events occurring during school consultation, such as the consultee's implementation of an intervention with integrity. The article concludes with a brief research agenda concerning the further exploration of social power within consultation.

Antecedents and effects of perceived therapist credibility: A meta-analysis.

Published studies examining antecedents or effects (or both) of perceived therapist credibility were subjected to a meta-analytic review to test S. R. Strong's (1968) 2-phase model of interpersonal influence in counseling. Results conformed to the predictions of the model, with therapist credibility cues moderately related to credibility, and credibility strongly related to therapist influence. Cue type was a significant moderator of the relation between cues and credibility. Cue types were also differentially related to influence, but this relation was mediated by cue strength, or the relation of cues to credibility. Tests of differential reactivity among influence measures yielded equivocal results, as did tests of participant involvement as a moderator of the relation between cues and influence. It is suggested that a simple mediational model cannot fully account for the relations among cues, credibility, and influence.

Persuasion and Development in Counselor Supervision

This article attempts to integrate three models dealing with aspects of human behavior for the domain of counselor supervision. One model, the Elaboration Likelihood Model of Persuasion, reflects current thinking and research evidence regarding a traditional and important area of social psychology dealing with attitude change. Another is a classic model from the counseling literature, the Interpersonal Influence Model with roots in social psychology dealing with social influence that has been adapted for the supervision context. The final model is developmental in nature and derived specifically for the supervision process: the Integrated Developmental Model. The article discusses how each model adds to our understanding of counselor supervision with recommendations for practitioners and suggestions for future research