Do Leaders' Influence Tactics Relate to Members' Helping Behavior? IT Depends on the Quality of the Relationship

Sparrowe, Raymond T.; Soetjipto, Budi W.; Kraimer, Maria L.

doi:10.5465/amj.2006.23478645

Cited by 172 publications

(126 citation statements)

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“…Such complex purposive behaviors can be manifested by the interplay of hard and soft tactics, which reflect polar opposites in managers' behavioral continuum (Sparrowe, Soetjipto, & Kraimer, 2006). The use of influence tactics can result in both beneficial and disruptive performance outcomes, depending on the context in which they are applied.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…For example, a tight project deadline may compel a manager to shift pressure to group members. Managers may also use hard tactics to address negative or counterproductive behaviors or to ensure fair treatment among group members (Sparrowe et al, 2006). In an experimental study, De Cremer and Van Hiel (2010) showed that unfair treatments on one individual can result in perceived injustice to another which may cause negative reactions, as such, the use of hard tactics to right injustices can send out a strong signal to all group members concerning the leader's tendency to be fair and trustworthy (Dirks & Ferrin, 2002).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Despite the traditional interest on the nature and consequences of different types of influence behavior (e.g., Van Knippenberg & Steensma, 2003), very few studies have 27 differentiated between higher-order constructs of influence tactics, based on their relative position in the strength dimension (e.g., Sparrowe et al, 2006;Van Knippenberg et al, 1999a). Specifically, by examining the variation that soft and hard influence tactics exhibit on task performance we aim to broaden our understanding of the effectiveness of specific influence tactics.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…In an experimental study, De Cremer and Van Hiel (2010) showed that unfair treatments on one individual can result in perceived injustice to another which may cause negative reactions, as such, the use of hard tactics to right injustices can send out a strong signal to all group members concerning the leader's tendency to be fair and trustworthy (Dirks & Ferrin, 2002). In particular, as the Group Engagement Model implies (Tyler & Blader, 2003), managers may need to exhibit hard tactics to exemplify fair treatment to the other members of the group, which instils 7 feelings of trust and respect in the leaders' actions, what is often a necessary requirement for enhancing group membership and coherence (Sparrowe et al, 2006).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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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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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

See 2 more Smart Citations

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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“…Much literature exists characterizing the nature of the role of leader of the group (for recent examples see Eby, Cader, & Noble, 2003;Hogg, et al, 2006;Hogg, Hains, & Mason, 1998;Nye, 2002;Rozell & Gundersen, 2003;Sparrowe, Soetjipto, & Kraimer, 2006). Beyond the role of leader, group roles are also studied in terms of the functions they perform.…”

Section: Functional Theorymentioning

confidence: 99%

The impact of group interaction on shared cognition: An analysis of small group communication

Matteson¹

2010

Advances in Library Administration and Organization

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Emerita, College of Information StudiesFlowing from research that shows that shared mental models have a significant impact on team performance, this research investigated how small group communication influences the development of shared mental models in a committee of public librarians addressing a problem-solving task. It is a qualitative research study that examines the influence of communication theme, function, role, channel, and rule, on the group!s development of shared mental models about their task and about their team interaction.Over a period of a year, data were collected from the group's meetings, email messages, group documents, and interviews with each participant. The data were analyzed using several existing coding schemes and qualitative coding. The data indicate that within the group there was a strong superficial convergence around the task mental model and the team interaction mental model but a weaker convergence at a deeper level. iii Acknowledgments Special thanks to the members of the Accountability Group who welcomed me with great warmth and respect, and to the Library Director, for inviting me in to the organization. Thanks also to the administrators from other organizations who enthusiastically volunteered their groups to participate. Your commitment to research is much appreciated.My grateful thanks go to my advisor, Dr. Marilyn Domas White, and to the members of my committee, Dr. Vedat Diker, Dr. Ping Wang, Dr. Ann Carlson Weeks, and Dr.Andrew Wolvin. Thank you for your encouragement, patience, and feedback.To my colleagues at Kent State University, particularly Dr. Richard Rubin, Dr.Carolyn Brodie, Dr. Belinda Boon, Ms. Camille Smith, and Ms. Tiffany Wang-thanks for your kind words and unwavering support this year.I wish to thank several faculty members who helped me in various ways through the program: Dr. Claude Walston, my first advisor; Dr. Delia Neuman, for introducing me to qualitative research methods; Dr. Eileen Abels, who mentored me and provided me the opportunity to work on a sponsored research project; and Dr. Douglas Oard for providing me funding and a unique opportunity to understand research from behind the scenes. And to my husband, Héctor García-no tengo palabras suficientes para decir cómo agradecida estoy por ti. Nunca haber pudiera terminado este programa sin tu apoyo, humor, inteligencia, ayuda, y más que todo, tu amor. Ahora comenzamos el resto de nuestra bella vida.v Table of List of Tables 221-222).This belief has lead to a growing body of literature aimed both toward further theoretical development (content, form, and function of shared mental models) and to empirical testing of the outcomes and consequences of shared mental models. Research exploring the antecedents to and formation of shared mental models has received less attention. Rentsch and Klimoski (2001) found some support for education similarity, position level similarity, team size, and previous experience with teams as antecedents to similar mental models (they use the term schema similarity)...

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A Review of Leader-Member Exchange Research: Future Prospects and Directions

Martin

Epitropaki

Thomas

et al. 2010

International Review of Industrial and Organizational Psychology 2010 Volume 25

111

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Do Leaders' Influence Tactics Relate to Members' Helping Behavior? IT Depends on the Quality of the Relationship

Cited by 172 publications

References 28 publications

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

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

The impact of group interaction on shared cognition: An analysis of small group communication

A Review of Leader-Member Exchange Research: Future Prospects and Directions

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