Consequences of influence tactics used with subordinates, peers, and the boss.

Yukl, Gary; Tracey, J. Bruce

doi:10.1037/0021-9010.77.4.525

Cited by 625 publications

(660 citation statements)

References 37 publications

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“…Interestingly, recent empirical studies suggest important qualifications to this general proposition. While there is indeed evidence that the use of coercion may damage relationships (Falbe & Yukl, 1992;Yukl & Tracy, 1992), this mainly seems to hold for agents that are not part of the shared identity (Ellemers, van Rijswijk, Bruins, & de Gilder, 1998;. Clearly, the interplay between self construal, power use, and consequences of power use needs to be studied more extensively in order to clarify these dynamics.…”

Section: Discussionmentioning

confidence: 99%

Why people resort to coercion: the role of utility and legitimacy

Knippenberg

Knippenberg²,

Cremer

2007

Euro J Social Psych

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This study focuses on why people may resort to coercive tactics. We tested the proposition that considerations of utility and legitimacy mediate effects of a powerholder's competence and reward structure on the use of coercion. Results showed that in general coercive tactics are employed less often than softer tactics, that coercive tactics are used more by more competent individuals than by less competent individuals, and that coercive tactics are used more often when the revenues of task performance benefited the agent of power than when they benefited both agent and target or when they benefited the target solely. Results identified perceived utility and perceived legitimacy as mediators of the decision to coerce the other or not.

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Section: Discussionmentioning

confidence: 99%

Why people resort to coercion: the role of utility and legitimacy

Knippenberg

Knippenberg²,

Cremer

2007

Euro J Social Psych

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“…Numerous researchers have attempted to identify and evaluate the effectiveness of common influence tactics (Cialdini, 1995;Falbe & Yukl, 1992;Horey, et al, 2005;Kipnis, Schmidt, & Wilkerson;Schresheim & Hinkin, 1990;Yang, Cerverom, Valnetine, & Benson, 1998;Yukl, Chavez, & Seifert, n.d.;Yukl & Falbe, 1991;Yukl & Tracey, 1992). From this body of research it is possible to identify seventeen unique influence tactics 2 :…”

Section: Interactionmentioning

confidence: 99%

Social Awareness and Leader Influence: A Proposed Model and Training Intervention

Mueller-Hanson¹,

Swartout²,

Morewitz³

et al. 2007

PsycEXTRA Dataset

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A leader's ability to influence others is likely related to the leader's level of social awareness (knowing how one is perceived by others in that environment.) Based on perceptions of the social environment, a leader must also alter behaviors as needed to more effectively relate to others, a process which has been termed "interpersonal adaptability". Interpersonal adaptability is central to the role of the leader who must use influence and persuasion to successfully accomplish the mission through the work of subordinates. The objectives of this research are to develop a model of social influence, to propose training, and to pilot test the concepts. To meet these objectives, we first provide an overview of the relationship between social awareness and influence. Second, we describe a model of social awareness and influence. Third, we describe how these concepts link to the leader competencies defined in FM 6-22. Next, we discuss implications of this research for training leaders to enhance their social awareness and influence skills, and we present the concepts that were developed for training these skills. Finally, we describe how these concepts were pilot tested, and we present the results and our conclusions from the pilot. Procedure:Based on a review of relevant research, a model of social awareness and influence was developed and the factors hypothesized to impact the model were identified. The results of an expert rating task revealed that experience influencing others, knowledge of non-verbal behavior and cultural norms, communication/persuasion skills, political skills, social intelligence, metacognition, and self-awareness were the factors that were most likely to have a high impact on the social awareness and influence process and that could potentially be improved through training. Consequently several training concepts were identified: knowledge of the social awareness and influence process, knowledge of/skill in reading verbal and non-verbal cues of others, and knowledge of/skill in using influence tactics. Using a combination of commercially available tools and customized content, we developed and pilot tested a six-hour social awareness and influence training program with 72 NCOs and Company-grade officers.viiiThe pilot test served a dual purpose: (1) to test the various training concepts to determine their suitability for ongoing use and (2) to make some initial determinations about whether social awareness and influence skills could be improved through training. Evaluation data were collected at two levels to assess the effectiveness of the training: participant reactions (level 1) and acquisition of new knowledge and skills (level 2). The level 1 evaluation was conducted using a survey administered at the end of each training session. A pre/post test design was used to conduct the level 2 evaluation -participants were assessed via a test of nonverbal sensitivity and a role-play exercise both before and after the training on their ability to read verbal and nonverbal cues and on adjusting their...

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“…Yukl and colleagues (Yukl & Falbe, 1990;Yukl & Tracey, 1992) identified nine proactive influence tactics characterized by attempts to energize the behavior of others. Each of these behaviors is intended to influence target commitment to a task, plan, or activity and can be directed toward supervisors, peers, or subordinates.…”

Section: Energizing Behaviormentioning

confidence: 99%

“…Because job performance refers only to those behaviors that contribute to organizational goals (Campbell et al, 1993), the six influence tactics that potentially result in target commitment will be considered part of the Influencing Others factor in the interpersonal performance taxonomy. These six are rational persuasion, inspirational appeal, consultation, ingratiation, personal appeal, and exchange (Yukl & Falbe, 1990;Yukl & Tracey, 1992;Yukl, 1998).…”

Section: Energizing Behaviormentioning

confidence: 99%

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Identifying and Validating a Model of Interpersonal Performance Dimensions

Carpenter¹,

Wisecarver²

2004

PsycEXTRA Dataset

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fiSSTRACT (Maximum 200 vmrds):Current models of job performance recognize its multidimensional nature but do not provide a comprehensive picture of the interpersonal requirements of jobs. As a first step toward developing a more cogent and comprehensive understanding of interpersonal performance, a taxonomy of the interpersonal requirements of jobs was developed and validated. An extensive literature review of interpersonal performance behaviors was conducted to develop a proposed taxonomy of interpersonal performance. Two studies were then completed to validate the proposed taxonomy. In the first study empirical evidence for the taxonomy was gathered using a content analysis of critical incidents taken fi-om a job analysis. In the second study, confirmatory factor analysis was used to recreate the model based on ratings of the importance of and time spent on each interpersonal performance behavior identified in the model. Raters represented a variety of Army jobs and ranks. Confirmatory fector analyses supported the proposed taxonomy. Results also indicated that the criticality of several dimensions of interpersonal performance increased with increasing enlisted ranks. The importance of the results toward the identification of predictors of interpersonal performance is discussed. SUBJECT TERMS FOREWORDThe U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) conducts research on manpower, personnel performance, leader development and training in support of Army goals. New and increasing demands are being placed on the Army including a need for adaptive responses within changing cultural settings. As the Army transitions to meet the demands of the new millennium. Soldiers will need to effectively make use of all resources available to them to meet Army missions. ARI has a number of research efforts in progress to help the Army with these new requirements. One effort, labeled PerforM21, focuses on developing a Soldier performance assessment system for the 21'' century. One element of performance that has been identified as critical for current and future performance requirements is interpersonal performance.The objective of the present research is to provide better definition to the interpersonal performance criterion space, comprehensively identifying performance requirements that involve interacting with others and using the social environment to achieve goals within a work setting. The model of interpersonal performance developed in this research can be used to define training requirements in the area of interpersonal skills and to identify selection tools that can predict success in jobs requiring interpersonal performance.Stephen EsQoldberg Acting Technical Director ACKNOWLEDGEMENTSWe would like to thank several people who were helpful in providing recommendations during the development of this project as well as providing comments on the analyses: Jose Cortina, Steve Zaccaro, and Martin Ford. We would also like to thank Kathryn Baughman, Lisa Boyce, Emma Gregory, and Jessica Rice for th...

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Consequences of influence tactics used with subordinates, peers, and the boss.

Abstract: H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt

Cited by 625 publications

References 37 publications

Why people resort to coercion: the role of utility and legitimacy

Why people resort to coercion: the role of utility and legitimacy

Social Awareness and Leader Influence: A Proposed Model and Training Intervention

Identifying and Validating a Model of Interpersonal Performance Dimensions

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