Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects<sup>1</sup>

Tepper, Bennett J.; Brown, Sheryl J.; Hunt, Marilyn D.

doi:10.1111/j.1559-1816.1993.tb01072.x

Cited by 60 publications

(49 citation statements)

References 38 publications

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“…In the terminology of this line of research our operationalization of power use can be described as a hard influence tactic. Hard influence tactics take control over the situation and the target and do not allow the target any latitude in choosing whether to comply (Tepper, Brown, & Hunt, 1993). In contrast, soft influence tactics can be considered to be less controlling and less aggressive than their harder, more forceful counterparts.…”

Section: Discussionmentioning

confidence: 99%

Power Use in Cooperative and Competitive Settings

Knippenberg

Knippenberg²,

Wilke³

2001

Basic and Applied Social Psychology

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In this study we argue that when powerholder and target operate in a cooperative context, the decision to use power is influenced by the motive to reach positive joint outcomes. When the context is competitive, the use of power is more dictated by the desire to gain positive outcomes at the expense of the target. Therefore, factors that are indicative of how to bring about positive outcomes for the target will only influence power use in a cooperative context. The results of an experimental study with a 2 (social context: cooperation vs. competition) × 2 (relative competence: high vs. low) between-subjects design, with task components generating 2 levels of confidence as within-subjects variable, supported our line of reasoning. Competence of the powerholder as well as confidence as elicited by the task only affected power use in cooperation and not in competition. The results also indicated that the absolute level of power use in competition and cooperation did not differ.

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Section: Discussionmentioning

confidence: 99%

Power Use in Cooperative and Competitive Settings

Knippenberg

Knippenberg²,

Wilke³

2001

Basic and Applied Social Psychology

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“…Another commonly used model of gender and influence is the social-role model (Eagly, 1987;cf. Aguinis & Adams, 1998;Tepper et al, 1993;cf. Expectation States Theory: Berger, Wagner, & Zelditch, 1985).…”

Section: Discussionmentioning

confidence: 99%

“…Probably the dimension of greatest importance is the strength of influence tactics. Tactic strength can be defined as "the extent to which using particular influence tactics takes control over the situation and the target, and does not allow the target any latitude in choosing whether to comply" (Tepper, Brown, & Hunt, 1993, p. 1906. According to their place on the strength dimension , influence tactics may be formed into groups to reflect higher-order categories of influence (e.g.…”

Section: Hard and Soft Influence Tacticsmentioning

confidence: 99%

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

Knippenberg

Steensma

2003

Applied Psychology

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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.

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“…Following the work of Kipnis and Schmidt (1988), van Knippenberg and her 8 colleagues (2003;1999a) advocated categorizing the proactive influence tactics into hard and soft. This categorization is based on their place in the strength dimension -the extent to which the use of a specific influence tactic results in control over the situation and the target (Tepper, Brown, & Hunt, 1993). In negotiations, for example, hard tactics may be preferred when actors need to meet specific deadlines or satisfy customers' specifications, while soft tactics may try to tap into their counterparts' mind as a subtle way to reduce resistance to change (Jonason, Slomski, & Partyka, 2012).…”

Section: The Effects Of Hard and Soft Influence Tactics On Performancementioning

confidence: 99%

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

Kapoutsis

Papalexandris

Thanos

2016

The International Journal of Human Resource Management

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Hard, soft or ambidextrous? Which influence style promotes managers' task performance and the role of political skillAmbidexterity at the manager level focuses on the crucial, but underexplored, role of managers' knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers' task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager's task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.

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Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects¹

Cited by 60 publications

References 38 publications

Power Use in Cooperative and Competitive Settings

Power Use in Cooperative and Competitive Settings

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

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

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Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects1

Cited by 60 publications

References 38 publications

Power Use in Cooperative and Competitive Settings

Power Use in Cooperative and Competitive Settings

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

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

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Product

Resources

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Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects¹