The art of persuasion

Collins, Sonya

doi:10.1016/s1042-0991(15)31786-2

Cited by 5 publications

(11 citation statements)

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“…Findings regarding the use of this tactic are somewhat contradictory. Kipnis and Schmidt (1985) found that male managers who make relatively high use of ingratiation received only moderate performance ratings. However, the use of ingratiation makes employees feel supported and valued by their supervisor (Yukl & Tracey, 1992).…”

Section: The Role Of Managers’ Influence Tacticsmentioning

confidence: 96%

“…According to the change management literature, there are various tactics or strategies that managers use to gain acceptance or co-operation to change and/or reduce resistance (Furst & Cable, 2008). For example, managers may suggest rewards (Furst & Cable, 2008), explain the positive side of change (Rousseau & Tijoriwala, 1998) or impose sanctions (Furst & Cable, 2008; Kipnis & Schmidt, 1985).…”

Section: The Role Of Managers’ Influence Tacticsmentioning

confidence: 99%

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Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics

Vakola

Xanthopoulou

Demerouti

2022

The Journal of Applied Behavioral Science

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Is job crafting relevant for adaptive performance in the absence of managers’ effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of resources theories, we examined whether employee daily job crafting behaviors (i.e., resources seeking, challenges seeking, demands reducing) interact with overall managers’ influence tactics during times of organizational change in explaining change outcomes. Twenty-nine hotel employees completed a questionnaire to evaluate their managers’ influence tactics, and then a diary for five consecutive workdays to assess daily job crafting behaviors and daily adaptive performance during a large-scale change. Multilevel analyses revealed that daily seeking resources related positively to adaptive performance particularly when specific managers’ influence tactics were low. These findings imply that employees compensate for the absence of managers’ influence tactics by seeking resources in order to facilitate their own adaptation to organizational changes.

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Section: The Role Of Managers’ Influence Tacticsmentioning

confidence: 96%

Section: The Role Of Managers’ Influence Tacticsmentioning

confidence: 99%

Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics

Vakola

Xanthopoulou

Demerouti

2022

The Journal of Applied Behavioral Science

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“…We also expect that MYB shares some conceptual overlap with 'soft' upward influence tactics (Kipnis & Schmidt, 1985) such as inspirational appeals, consultation, collaboration, and logic-based tactics such as rational persuasion because they share a focus on the manager as the object of the employees' attention. It is possible that those engaging in MYB may also be in a better position to appreciate and use such soft upward influence tactics and vice versa.…”

Section: Myb and Related Constructsmentioning

confidence: 99%

Managing Your Boss (MYB) as a proactive followership behavior: Construct validation and theory development

Gajendran

Mistry

Tangirala

2022

Personnel Psychology

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Employees can be proactive in establishing good working relationships with their managers to enhance their own effectiveness. We propose that an important way that they can do so is by engaging in behaviors we refer to as “Managing Your Boss” (MYB) that involve employees taking the initiative to understand their managers’ goals, needs, and working styles and adapt their job priorities and actions accordingly. We integrate theories on proactivity and followership to lay the conceptual foundation for the study of MYB. We underscore the conceptual distinctiveness of MYB from related constructs. Moreover, we propose that MYB can help employees improve their performance by enabling them to develop high quality leader‐member exchanges (LMX) and argue that these effects are amplified in unstructured work environments where jobs are not standardized or when managers fail to provide adequate task structure. Using 1313 working adults across a set of four studies and seven samples, we develop a validated measure of MYB, establish its nomological network, and demonstrate support for key elements of our theoretical model. We discuss the implications of our findings for research and practice.

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“…Interestingly, these six strategies are but a few of those found in the literature. Alternative sets of strategies exist within several disciplines including human resources and social psychology (Kipnis and Schmidt, 1985). These alternative strategies have been applied to the study of influence within firms (Yukl and Falbe, 1990) but have not, for the most part, been applied to the study of influence between firms.…”

Section: Introductionmentioning

confidence: 99%

“…Intra-firm influence strategies can be divided into hard, soft and rational subsets (Kipnis and Schmidt, 1985). Hard intra-firm influence strategies include pressure (using demands, threats, frequent checking, or persistent reminders), legitimating (seeking to establish the legitimacy of a request by claiming the authority to make it), upward appeals (invoking the authority and power of higher management), exchange (explicit or implicit offers by an agent to provide a favor or benefit to a target in return for doing what the agent requests) and coalitions (enlisting the aid or endorsement of other people to influence a target).…”

Section: Introductionmentioning

confidence: 99%

Partnerships, Suppliers And Coercive Influence

Bignoux¹,

Gray

2011

JABR

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<span>This paper adapts intra-firm influence strategies to an inter-firm context. In the process it retests the link between coercive influence strategies and supplier performance. Qualitative data is drawn from interviews conducted with 17 informants in the Australian Recruitment Industry. In line with expectations, the study shows that intra-firm influence strategies are adaptable to an inter-firm context. Contrary to predictions, the study finds that suppliers use frequent checking and persistent reminders (pressure strategy), benefits and favors (exchange strategy), form coalitions with other suppliers and buyer managers (coalition strategy) and go over a buyer managers head (upward appeals) to improve their performance in partnerships. These findings suggest that suppliers use a wider set of influence strategies than previously reported in the literature. In short, influence strategies are more heterogeneous than previously implied in the literature.</span>

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The art of persuasion

Cited by 5 publications

References 0 publications

Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics

Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics

Managing Your Boss (MYB) as a proactive followership behavior: Construct validation and theory development

Partnerships, Suppliers And Coercive Influence

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