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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 t

SummaryProgress in developing theories of interpersonal influence depends on the identification of meaningful and measurable constructs for classifying influence behavior. We assessed the construct validity and relative effectiveness of two new influence tactics with a field survey study, an incident study, and a laboratory experiment. The confirmatory factor analysis of data from the survey study indicated that collaboration and apprising were distinct from nine proactive tactics identified in earlier research. Additional evidence for construct validity was provided by a comparison of tactics in terms of expected differences in influence outcomes, frequency of use, and differential use with subordinates and peers. Managers who understand the differences among the tactics will be more effective in influencing people in organizations.

Two content factors (issue importance and feasibility) were manipulated for agents in a 2 X 2 factorial experiment using a role-play exercise with 364 students in management courses. A path analysis provided support for the causal model, which specifies that agent perception of importance and feasibility affect the agent's influence behavior, which affects the target's perception of importance and feasibility, which affects the outcome of the influence attempt (target commitment to carry out the request). The study provides the first evidence that different forms of rational persuasion have independent effects and that target perception of issue importance and feasibility mediate the effect of agent influence behavior on target commitment.The findings in several studies suggest that the success of an influence attempt depends in part on the influence tactics used by the agent. A survey field study by Yukl and Tracey (1992) found that consultation, inspirational appeals, and strong forms of rational persuasion were the most effective tactics for influencing the commitment of a peer or subordinate. Yukl, Kim, and Falbe (1996) content-analyzed influence incidents and found similar results. In a survey study of upward influence attempts, Kipnis and Schmidt (1988) found that rational persuasion by a subordinate can be effective for influencing the boss to provide favorable performance ratings.Another determinant of influence outcomes is the "content" of the request, which can be distinguished from the way the request is made (Keys, Case, Miller, Curran, & Jones, 1987;Schilit & Locke, 1982). Content factors include such things as the perceived importance of a request and its feasibility. Yukl et al. (1996) found that commitment was more likely when the target person perceived a request to be important to the organization. Importance and agent influence behavior appeared to affect target commitment independently.The earlier research provides some insights into the determinants of influence outcomes, but limitations in the

This article is an extension of a presentation that won “Best Exercise” at the Eastern Academy of Management, 1998. The authors introduce an experiential gourmet approach using food stories to stimulate an aura of acceptance and appreciation for human commonalities before delving into human differences. The authors use a semester long active-learning approach. An underlying premise of active learning is that intrinsically motivated students have fun learning and learn more by taking ownership of the learning process. The use of food is an approach to a variety of concerns dating back to the beginning of time—but it still works.