Validation of the extended Influence Behavior Questionnaire

Yukl, Gary; Seifert, Charles F.; Chavez, Carolyn I.

doi:10.1016/j.leaqua.2008.07.006

Cited by 182 publications

(250 citation statements)

References 42 publications

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“…Table 4 shows the influence tactics in order, according to their frequency for USA and Spanish populations. These results suggest that the most frequent tactic is "Rational persuasion for USA population"; while, the least common is "Exchange tactics" (Yukl et al 2008). These results are very similar to those obtained for the Spanish population.…”

Section: Discussion Of the Resultssupporting

confidence: 82%

“…On the other hand, only some of them had managerial responsibilities. Although the authors have followed the suggestions of Yukl et al (2008) on this issue, it would be interesting to check the differences between the supervisors and subordinates' perspectives about the use of dyadic influence tactics. To achieve this goal, an agent-directed questionnaire, equivalent to the used one in this research, could be developed and distributed among supervisors.…”

Section: Discussion Of the Resultsmentioning

confidence: 99%

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The frequency of the dyadic influence tactics according to communication media

Fernández

Simó

Enache

et al. 2011

Behaviour & Information Technology

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One of the most important determinants of managerial effectiveness in achieving organizational objectives is the success in influencing subordinates, lateral peers and supervisors through influence tactics. However, little attention has been paid to the use of a communication media in the context of influence tactics. Our objective is to study the frequency of these dyadic influence tactics on diverse communication media. The study involves a questionnaire-based survey conducted on Spanish post-graduate students who had been working in medium sized or large companies during the last two years or more. The results suggest that the richness of the medium explains most similarities and differences in the frequency of influence tactics for different communication media. Furthermore, in the study of hard influence tactics in communication media with similar richness, it is necessary to introduce social aspects and the level of surveillance in order to explain it fully. This study helps managers to understand the relationships between influence tactics and the use of communication media, in order to improve their communication effectiveness.

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Section: Discussion Of the Resultssupporting

confidence: 82%

Section: Discussion Of the Resultsmentioning

confidence: 99%

The frequency of the dyadic influence tactics according to communication media

Fernández

Simó

Enache

et al. 2011

Behaviour & Information Technology

View full text Add to dashboard Cite

show abstract

“…Sample items include "Acted in a friendly manner prior to asking for what I wanted" and "explained the reason of my request". Although the influence tactics taxonomy comprises of more categories, we only selected four (i.e., two for hard and two for soft), as they are considered antipodal behaviors that fall into the opposite polars of the strength dimension (Tepper et al, 18 1993;Yukl, Seifert, & Chavez, 2008). Managers answered each question using a 7-point Likert scale ranging from 1 (I can't remember me ever using this tactic) to 7 (I use this tactic very often), depending on the frequency with which they use these tactics to influence others to carry out requests.…”

Section: Methodsmentioning

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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“…There are many sources of social power in an organization, for instance referent power (French and Raven 1959). Yukl et al (2008) developed a taxonomy of eleven tactics used to proactively influence others and to gain power: e.g., rational persuasion, exchange, and inspirational appeal. Uhl-Bien and Carsten (2007) are one of the few who touched upon the necessity for ethical leaders to gain power.…”

Section: Capability For Moral Entrepreneurship: Drive Toward Transitimentioning

confidence: 99%

The Moral Entrepreneur: A New Component of Ethical Leadership

Kaptein

2017

J Bus Ethics

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Validation of the extended Influence Behavior Questionnaire

Cited by 182 publications

References 42 publications

The frequency of the dyadic influence tactics according to communication media

The frequency of the dyadic influence tactics according to communication media

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

The Moral Entrepreneur: A New Component of Ethical Leadership

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