LECTURE 5 Influencing

Influencing
Read Chapter 14 – (Boddy) Core text

Learning outcomes
• Distinguish leading from managing; essential to
performance
• Compare ‘Interpersonal skills’ perspectives on
influencing
– trait, behavioural and contingency
• Outline ‘Power’ perspectives as source of influence
• Contrast the style and power perspectives: Does
sharing power increase it?
• Outline a model of the tactics to influence others
An overview of the chapter
Why study influencing?
• Managing depends on influencing others
– Inputs, transforming and outputs
• Understanding range of models helps
– Influencer to choose approach suited to context
– Influencee to see approach and decide response
• Understanding assumptions helps to question
approach and to consider alternatives and their
limitations that may suit the context better
Managing and influencing
• Managers do their job (adding value to resources) by influencing

others
– About inputs, transformation and outputs
 Investors to retain their support
 Software engineer to change their design to improve
product/system
 Sales staff to retain/gain customers
 Customers to buy products/engage in services
• ‘Others’ will be subordinates, equals, higher in the hierarchy or

outside the organisation – See next slide
The directions of influencing
Outcomes of influence
Traits models
Personality
• Assumption: some people have identifiable personal
attributes that make them effective
– vision, decisiveness and optimism, creativity etc.
– see next slide – the big five (identify pattern of traits an
individual displays)
• Contributions
– evidence of links to effectiveness - Anderson et al. (2008)
• Extroverts more influence in team orientated consulting firm
• Conscientiousness individuals in telecoms work (BT engineers)
where typically work alone
– often used as selection criteria
Big Five (5) Trait Clusters
Label for Cluster Descriptions of extreme
positions in cluster
Openness Explorer (O+): creative, open- Preserver (O-):

minded, intellectual unimaginative, disinterested,
narrow-minded
Conscientiousness Focussed (C+): dutiful, Flexible (C-): frivolous (light

(consistent predictor of work achievement-orientated, self- hearted), irresponsible,
outcomes) disciplined, take care disorganised
Extraversion Extravert (E+): gregarious, Introvert (E-): quiet,

warm, positive reserved, shy
Agreeableness Adapter (A+): Challenger (A-): quarrelsome,

straightforward, compliant, oppositional, unfeeling
sympathetic
Neuroticism Reactive (N+): anxious, Resilient (N-): Calm,

depressed, self-conscious Contented, self-assured
Limitations of Traits
 Effect of other variables (e.g. colleagues) and context
 A trait valuable in one situation is not necessarily valuable

in another.
 Certain traits may be necessary for effective leadership but

will not be sufficient for all conditions (example: Ranieri)
 No one ideal leader personality (Fiedler and House, 1994)

 Assumption that when traits specified in selection tests, they are
implicitly assuming they enhance performance.
Behavioural models
• Ohio State University Model (Fleishman, 1953)
 What do managers do to influence subordinates, that less effective managers did not?
• Identified two categories of leader behaviour

 Initiating structure - focus on getting work done/ follow rules
– Typical behaviors include, allocating specific tasks, setting standards and scheduling etc.
 Consideration – concern and respect for followers, subordinates want to work well,
make easier to do so. Little reliance on formal position.
– expressing appreciation, helping with personal problems and approachable
• University of Michigan Model (Likert, 1961) – similar - satisfaction of followers by

(Judge et al 2004)
• Job centred supervisors
• Employee centred supervisors
– Effects on performance inconclusive
Managerial Grid Model
(Consideration)
(comfortable family atmosphere) (high performance

based on high
respect/trust
relationship)
(get work done BUT pay

reasonable attention to workers)
(Stay out of trouble) (robots for organisation)
(Initiating structure)
Situational
(or contingency) models
• Trait and behavioural models ignore context –
‘universal’ prescriptions
• Effective influence depends on
using an approach that
is suitable for the circumstances
adapting style to fit
 task, environment and

subordinates
Path–goal theory
Situational: Leaders clarify subordinates path towards achieving rewards which they value
Leadership styles
Style Example
• Bureaucratic • Mario Monti (Italian prime minister)
• Autocratic • Josef Stalin (former Russian president)
• Democratic • Steve Jobs (Apple entrepreneur)
• Laisez-faire • Richard Semler (Semco)
• People-orientated • Hugo Chavez (ex-president of
Venezuela)
• Task orientated • James Dyson (innovator)
• Transformational • Nelson Mandela (ex-president of
South Africa)
Conditions favouring participation/direction
Link to non- Link to

programme programmed
decision decision
making? making?
Power perspectives
Influence depends on person’s power
• French and Raven (1959) five [5] sources
Legitimate
 From formal position or the status that a person holds within an organisation
(the boss)
Reward
 Access to rewards with which
Referent to persuade to achieve compliance (bribery)
 Charisma and personal qualities
that are valued by others. Coercive
(I like you)  Ability to use or threaten physical
force - fear of the negative
consequences of non-
Expertise compliance. (protection racket)
 Acknowledged as having experience or
expertise that others aspire to and may
seek to emulate. (special abilities)
Personal and positional (Hales, 2001)
‘To increase power, share it’
• Kanter suggests positions in organisation gives access to 3
sources of power’ that manager can use
– Coercive
– Reward
– Expertise
• Sharing these with subordinates increases their power
&
• Enables managers to spend time on senior/external contacts that
further build their power
Tactics to influence others
• Kipnis et al. (1980) and Yukl (1990, 1992)
identify nine tactics that people use when
influencing subordinates, bosses and
colleagues – see next slides
• Tactics vary with target (contingency)
Influencing tactics and definitions
TACTIC DEFINITION
Rational persuasion • Uses logical arguments/factual evidence to persuade you
• Proposal/request is viable and likely to result in the attainment of
task objectives
Inspirational appeal Make requests or proposals that arouse enthusiasm by appealing to

your values, ideals and aspirations or by increasing your confidence
that ‘you can do it’
Consultation Seek your participation in planning a strategy, activity or change for

which your support and assistance are desired, or the person is
willing to modify a proposal to deal with your concerns and
suggestions
Ingratiation Seek to get you in a good mood or to think favourably of him or her
before asking you to do something
TACTIC DEFINITION
Continued.. Continued..
Exchange Person offers an exchange of favours, indicates a willingness to

reciprocate at a later time, or promises you a share of the benefits if
you help accomplish the task
Personal appeal Person appeals to your feelings of loyalty and friendship towards him
or her before asking you to do something
Coalition Person seeks the aid of others to persuade you to do something, or

uses the support of others as a reason for you to agree also
Legitimating Person seeks to establish the legitimacy of a request by claiming the

authority or right to make it or by verifying that it is consistent with
organisational policies, rules, practices or traditions
Pressure Person uses demands, threats or persistent reminders to influence

you to do what he or she wants
Influencing through networks
Maintaining relationships with others who
may be able to assist.
Networks of…
Practitioners
Privileged power
Ideological
People-oriented
Strategic
Access to networks gives contacts and information to use when influencing

others
Summary
• Models of influencing enable you to analyse current
practice and whether it is suited for the situation
• Can also question assumptions behind an influencer’s
overall approach and specific tactics
• Are they right for the context, and what alternatives
might work better – such as altering the balance
between interpersonal and power approaches?
• Also enables reflection on the idea of sharing power to
increase it, in view of contingency (situational)
perspectives

LECTURE 5 Influencing

Uploaded by

Copyright:

Available Formats

LECTURE 5 Influencing

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

LECTURE 5 Influencing

Uploaded by

Copyright:

Available Formats

Influencing

Read Chapter 14 – (Boddy) Core text

• Managers do their job (adding value to resources) by influencing

• ‘Others’ will be subordinates, equals, higher in the hierarchy or

Openness Explorer (O+): creative, open- Preserver (O-):

Conscientiousness Focussed (C+): dutiful, Flexible (C-): frivolous (light

Extraversion Extravert (E+): gregarious, Introvert (E-): quiet,

Agreeableness Adapter (A+): Challenger (A-): quarrelsome,

Neuroticism Reactive (N+): anxious, Resilient (N-): Calm,

 A trait valuable in one situation is not necessarily valuable

 Certain traits may be necessary for effective leadership but

 No one ideal leader personality (Fiedler and House, 1994)

• Identified two categories of leader behaviour

– expressing appreciation, helping with personal problems and approachable

• University of Michigan Model (Likert, 1961) – similar - satisfaction of followers by

(comfortable family atmosphere) (high performance

(get work done BUT pay

(Stay out of trouble) (robots for organisation)

 task, environment and

Link to non- Link to

sources of power’ that manager can use

Inspirational appeal Make requests or proposals that arouse enthusiasm by appealing to

Consultation Seek your participation in planning a strategy, activity or change for

Exchange Person offers an exchange of favours, indicates a willingness to

Coalition Person seeks the aid of others to persuade you to do something, or

Legitimating Person seeks to establish the legitimacy of a request by claiming the

Pressure Person uses demands, threats or persistent reminders to influence

Access to networks gives contacts and information to use when influencing

You might also like