Relational power and influence strategies: a step further in understanding power dynamics

Abstract

Purpose -The purpose of this study is to examine the existence of relational power which is derived from an indigenous Chinese construct -guanxi. The authors also test the hypotheses of relational power with two well established power sources (position and personal power) and their relationships with influence strategies (persuasive, assertive and relationship-based). Design/methodology/approach -The authors employed a mixed method approach. The survey study included 438 Chinese respondents whereas the follow-up interview study included 17 managers from different industries, collected across main cities in China. Findings -The analysis of the data from survey responses provides support for the authors' argument regarding the existence of relational power. Survey results showed that all three power sources predicted leaders' choices of influence strategies. The follow-up qualitative findings from additional interviews with managers also shed interesting insights into the dynamics of different power sources.Research limitations/implications -The use of a convenience sample may limit the generalizability of the findings. Notwithstanding, the study contributes to the power literature by adding a new dimension to the existing power typology, thus helping us better understand how different power sources affect leaders' choices of influence strategies. Practical implications -The study offers new insights to both practitioners and academicians, which is of growing importance because knowledge on power sources and understanding how it operates should help managers consciously cultivate desirable types of power. This study also shows the dynamics of guanxi, thus helping the Westerners better understand work relationships in China and understand why guanxi/relational power is effective here. Originality/value -The paper integrates the power-dependency theory and an indigenous Chinese construct -guanxi and empirically examines how the authors' proposed power source -relational power -affects leaders' choices of influence strategies. The paper argues that by adding this new power source to the power typology which has dominated the power literature for half a century can fully capture the sources of power embedded in an organizational setting, and generate practical implications on leader-member interactions.

The impact of transformational leadership on challenging influence strategies: an approach using structural equation models

“…To do this, the leader invites to give brainstorm about any proposed activity, considering the necessary suggestions to help achieve business objectives or solve a specific problem. These findings are relevant and significant, as they are very similar to the results obtained by Charbonneau (2004), Chong et al (2013), Curtis (2018) Krishnan (2004), Lewis‐Duarte and Bligh (2012), Luu (2014), Maureira et al (2014), Mendoza et al (2014), Salom and Barreat (1998), Trong-Tuan (2012).…”

“…Therefore, the persuasion that transformational leaders employ towards their subordinates focuses specifically on the use of logical and rational arguments through evidence-based evidence to demonstrate that the request is viable, this being one of the main strategies of influence that the business leader (López-Lemus et al , 2020) employs because it achieves better results for the organization. Furthermore, rational persuasion is widely used by top management (Chong et al , 2013; Maureira et al , 2014; Yukl, 2002) and is one of the most widely used tactical strategies of influence (Krishnan, 2004; Luu, 2014; Yukl and Seifert, 2002).…”

“…Therefore, a transformational leader manages to persuade people under a strategy of rational persuasion tactical influence by arguing clearly and logically the reasons and facts based on the practicality and profitability of a project, change or request to achieve the objective of the task, providing all the information and evidence necessary to demonstrate that the application is practical, profitable and viable to achieve organizational success (Charbonneau, 2004; Chong et al , 2013; Curtis, 2018; Krishnan, 2004; Salom and Barreat, 1998; Trong-Tuan, 2012).…”

“…It should be noted that research regarding the influence strategies of leaders allude to the management of the effect of power, this being recognized as one of the main characteristics in the interpersonal relationship that entails ties of mutual dependence between the parties (Emerson, 1976); however, according to Chong et al (2013), a person (leader) has the ability to use various tactical strategies to influence others without the person having the recognition of authority and power that the organizational structure grants him (López-Lemus et al , 2020). In this sense, challenging influence strategies (rational persuasion, inspiration and consultation) promote the potentiation of power as a force derived from the affective relationship between an agent (a leader) and a target (his followers) (Shang et al , 2012).…”

Relational Perspectives on Leaders’ Influence Behavior

“…We modified the LMX items (seven items; Graen & Uhl-Bien, 1995) to measure the perception a subordinate holds in relation to his or her immediate superior. The scale (four items) of guanxi was developed by the study’s Chinese researchers (Chong, Fu, & Shang, 2013) and the items are similar to prior guanxi studies (e.g., Law et al, 2000).…”