Influence tactics and perceptions of transformational leadership

Abstract

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.

Validation of the extended Influence Behavior Questionnaire

“…Additional evidence for the construct validity of the 11 tactics is provided by a few studies that used the extended IBQ-R (e.g., Charbonneau, 2004;Yuk, Chavez & Seifert, 2005), and by research using incident diaries (Yukl et al, 2005) or scenarios (Yukl, Fu & McDonald, 2003). However, evidence that constructs are meaningful and distinct does not indicate how accurately each construct is measured by a particular questionnaire.…”

Correlation between Cultural Perceptions, Leadership Style and ICT Usage by School Principals in Malaysia

“…If required, the organization may need to be redesigned to support the transformation (Banerji & Krishnan, 2000). Charbonneau (2004) noted that the popularity and attractiveness of this leadership style stems at least in part, from its consistent association with superior performance in a range of organizations. Transformational leaders facilitate the thinking of old problems in new ways.…”

The Cross-Cultural Evolution of the Subordinate Influence Ethics Measure

“…Thus, societal values influence ethics of individuals, which in turn influences the behaviors of these individuals in the work environment. Continuing at the organizational meso-level, SIE is affected by and affects the climate and culture of the organization (Cameron and Quinn, 1999;Deshpande, 1996) which has direct ramification for the effectiveness of the organization, including, for example, it is orientation 162 David A. Ralston and Allison Pearson toward worker motivation (Barbuto and Moss, 2006) and leadership behavior (Charbonneau, 2004). Within the individual micro-level, subordinate influence is moderated by demographics such as age (Ralston et al, 2005) and gender (Colarelli et al, 2006).…”