Machiavellianism's Association with Sources of Motivation and Downward Influence Strategies

2004 ◽  
Vol 94 (3) ◽  
pp. 933-943 ◽  
Author(s):  
Jennifer A. Moss ◽  
John E. Barbuto
Keyword(s):  
Psychometric Properties ◽  
Influence Tactics ◽  
Moderating Effects ◽  
Influence Strategies ◽  
Moderating Variables ◽  
Downward Influence ◽  
Influence Tactic ◽  
The Relationship ◽  
Strong Relationships

Recent studies have examined the relationship between motivation and influence tactics with mixed results. Barbuto and Scholl found several strong relationships between leaders' sources of motivation and the influence tactics used when influencing subordinates, but replication yielded weaker relationships between motivation and influence tactics. Examinations of moderating variables such as leaders' Machiavellian disposition were suggested as possible explanations for this difference. Several interacting effects between leaders' sources of motivation and Machiavellianism have been proposed as predictors of the influence tactic used. This study tested these relationships and found modest association between motivation sources and influence tactics. Some moderating effects of Machiavellianism on this relationship were evident; however, interpretation is cautioned given poor psychometric properties of the measure. These issues are discussed along with suggestions for research.

scholarly journals The Commitment of the Employee to the Supervisor and the Organization: The Role of Employee Competency and Downward Influence Tactics

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Tuty Lindawati ◽  
◽  
Fenika Wulani ◽  
Keyword(s):  
Organizational Commitment ◽  
Significant Relationship ◽  
Influence Tactics ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Important Work ◽  
Downward Influence ◽  
Managerial Employees ◽  
The Relationship

Employee’s commitment is an important work attitude for an organization. Supervisors can play a role in increasing it by conducting downward influence tactics. This study examines the relationship between employee competency and downward influence tactics (consultation, ingratiation, and exchange tactics), the relationship between these tactics and employee’s commitment to the supervisor and the organization, and the mediating effect of these tactics on the relationship between employee competency and employee’s commitment. Data were collected from 203 non-managerial employees who work in various industries in Surabaya, Indonesia. We analyzed the collected data by using PLS-SEM. This study found that employee competency has a significant positive relationship with downward influence tactics (consultation, ingratiation, and exchange tactics). In addition, consultation and ingratiation tactics have a significant relationship with one’s commitment to one’s supervisor, but only consultation tactic has a significant relationship with organizational commitment. The consultation tactic has a mediation effect on the relationship between employee competency and organizational commitment, and the commitment to the supervisor.

Influence of Sex Differences in Leaders' Behavior

2005 ◽  
Vol 96 (2) ◽  
pp. 499-510 ◽  
Author(s):  
Jennifer A. Moss ◽  
John E. Barbuto ◽  
Gina S. Matkin ◽  
Tzu-Yun Chin
Keyword(s):  
Sex Differences ◽  
Hierarchical Linear Modeling ◽  
Influence Tactics ◽  
Insurance Company ◽  
Female Leaders ◽  
Influence Strategies ◽  
Linear Modeling ◽  
Level Data ◽  
Downward Influence ◽  
Age Range

Sex differences in influence tactics were examined with a sample of 269 followers (67 men, 202 women) at a large midwestern national insurance company who rated the downward influence tactics used by their direct supervisors. Downward influence tactics are behaviors used by leaders to gain compliance from followers. One department within the organization was identified as a source for participants in the study. Participation was voluntary. The age range for the sample was 21 to 65 years, with the largest percentage falling in the 40–49 year range ( M = 3.8, SD = .8). Hierarchical linear modeling procedures were utilized to analyze the multiple level data (leader and follower) and to examine variables within the organization at different levels of analysis. Leader participants were asked to solicit their followers to complete an influence tactic measure, which consisted of the most reliable subscales taken from the Influence Behavior Questionnaire, Schriesheim and Hinkin Influence Measure, and the Profiles of Organizational Influence Strategies. The integrated measure resulted in a 45-item scale. It was hypothesized that, overall, followers would report that male leaders would use hard influence tactics more frequently than female leaders. On the other hand, followers would report that female leaders would use soft influence tactics more frequently than male leaders. When differentiating followers by sex, however, we expected that male followers would report more than female followers that their leaders use hard tactics more frequently. Also, we expected that female followers would report (more than male followers) that their leaders use soft tactics more frequently. Overall, followers reported that male leaders used significantly more personal appeal and consultation, so called “soft tactics,” with their followers than did female leaders. Female followers reported that their leaders (both male and female) used consultation and inspirational appeal more frequently. In contrast, male followers reported that their leaders used exchange, so called “hard tactics,” more frequently.

Influence behaviors and organizational commitment: a comparative study

2014 ◽  
Vol 35 (1) ◽  
pp. 54-78 ◽  
Author(s):  
Melody P.M. Chong
Keyword(s):  
Hong Kong ◽  
Organizational Commitment ◽  
Influence Tactics ◽  
Interview Data ◽  
Hong Kong Chinese ◽  
Influence Strategies ◽  
Entire Study ◽  
Content Type ◽  
Downward Influence

Purpose – Prior research has identified the outcomes of influence tactics as short-term task commitment, compliance and resistance. This paper argues that leaders’ downward influence behaviors should also have an impact on followers’ organizational commitment. The purpose of this paper is to examine the effects of three influence strategies (11 downward influence tactics) on organizational commitment, and the moderating effect of national culture. Design/methodology/approach – The study draws on survey data (n=185) and follow-up interviews (n=19) from Hong Kong Chinese employees who work for Hong Kong Chinese or Japanese managers. Findings – The quantitative results show that all rational tactics, the inspirational appeal and pressure tactics had effects on organizational commitment. Drawing on the survey and follow-up interview data, three specific factors in the use of influence tactics on organizational commitment are identified. Results suggest that some tactics are more universal and able to provide “long-lasting” effects compared with other tactics in enhancing or reducing employees’ organizational commitment. The results of the entire study also show that most rational influence tactics seem to be convergent; yet, there is also evidence that other tactics are more culturally specific in generating employee commitment. Originality/value – This is the first empirical study to examine the effects of influence behaviors on organizational commitment with both inter- and intra-cultural samples. The study has also drawn on interview data to demonstrate examples of effective and ineffective influence tactics used by superiors, thereby offering managerial hints to managers on how to exercise their influence behaviors effectively.

scholarly journals Gebruik van invloedtactieken door de OR: Duitsland en Nederland vergeleken

2016 ◽  
Vol 32 (2) ◽  
Author(s):  
Saraï Sapulete ◽  
Martin Behrens ◽  
Wolfram Brehmer ◽  
Arjen van Witteloostuijn
Keyword(s):  
The Netherlands ◽  
Labor Union ◽  
Influence Tactics ◽  
Regression Analyses ◽  
Works Councils ◽  
Decision Making Processes ◽  
Works Council ◽  
Influence Tactic ◽  
The Relationship ◽  
Different Levels

Works councils' use of influence tactics: A comparison between Germany and the Netherlands The relationship between works council and management is of great importance for works councils' performance. In this study, we focus on the influence tactics used by works councils to obtain more voice and influence in decision-making processes. We distinguish between the following six influence tactics: consulting the labor union, cooperating, blocking, exchange, upward appeal, and emphasizing legitimacy. We study the differences between German and Dutch works councils, and between business with different levels of internationalization. We perform regression analyses on information from 500 Dutch and 853 German questionnaires. The use of influence tactics is positively related to voice and influence. In Germany, formal tactics, such as emphasizing legitimacy and consulting the labor union, are effective, as well as cooperating with management. In the Netherlands, cooperation is most effective. Organizations with foreign headquarters are least likely to be influenced, compared to those that are operating independently and those with domestic headquarters. These organizations benefit from the tactics of cooperating and consulting the labor union. In Germany, there are no differences in voice and influence between different levels of internationalization. In organizations with a domestic owner, influence tactics are most effective. Cooperation is an effective influence tactic in both countries, mostly in organizations that do not operate independently.

An Investigation of Mediating and Moderating Variables in Service Quality – Customer Loyalty Relationship

2013 ◽  
Vol 4 (3) ◽  
pp. 20-43 ◽  
Author(s):  
Medha Srivastava ◽  
Alok Kumar Rai
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Customer Loyalty ◽  
Customer Relationships ◽  
Moderating Effects ◽  
Moderating Variables ◽  
Comprehensive Survey ◽  
Price Perceptions ◽  
Relationship Of ◽  
The Relationship

With the increasing focus on customer relationships and profound impact that customer’s evaluative judgements exercise on customer loyalty, it is important to uncover the directional as well as moderating influences on customer loyalty formation. A complete understanding of type and strength of the relationship and their influencers would contribute in developing a comprehensive model that may not just clearly define the form and structure of relationship for future researches but also help industries in building loyalty and rationalize marketing expenditure. The present study aims to delineate the concept and significance of customer loyalty and offers a conceptual framework involving service quality, customer satisfaction and customer loyalty. A comprehensive survey of literature explored that customer satisfaction provides a directional influence to the relationship of service quality and customer loyalty and a mediation model integrating the relationships among service quality, customer satisfaction and customer loyalty is proposed for investigation. Furthermore, moderating effects on the service quality and customer loyalty link have been examined and four moderating variables namely, customer knowledge and expertise, price perceptions, service convenience and switching costs have been extracted from the literature. These variables need to be investigated to assess their role and strength in moderating the relationship between the two constructs.

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