Which of the following is an example of the influence tactic of controlling information?
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Key Takeaways
As a manager, you may often find yourself asking others to work on projects, tasks or assignments. Some of these manners of doing so may seem effective, however others may be met with reluctance, avoidance or passive receptions. Why do some of these attempts of influencing others work while the others do not? What are the most effective influence tactics? The science of leadership can tell you a thing or two. Professor Gary Yukl and his colleagues have been studying managers’ influence attempts for more than two decades. According to their research, there are 11 proactive influence tactics managers tend to use:[1],[2]
Among these tactics, inspirational appeal, consultation and rational appeal* were found to be the most effective influence methods (with inspirational appeal being the most effective among all three); coalition and pressure were found to be the least effective influence methods (these tactics tend to be not only ineffective, but they have negative impacts on employee outcomes). A further examination of these influence attempts found that despite the effectiveness of these tactics, the most frequently used influence methods were using pressure, exchange, coalition and weak rational. The most effective method — inspirational appeal — was found to be the least frequently used. Meanwhile, the other most effective influence methods were also found to be used infrequently.[3] These findings can have very important practical implications for managers. As a manager and a leader, you should start to develop more skills in using these effective influence tactics and decrease the use of the methods with negative impacts. In my next article, let’s talk about how to inspire people. *Note: For rational persuasion to be effective, strong rationales are needed. But too often, managers tend to adopt weak rationales (giving weak arguments and insufficient facts). [1] Copyright © 2001 by Gary Yukl. [2] Yukl, G., Seifert, C.F., & Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19, 609-621. [3] Yukl, G., Kim, H., & Falbe, C.M. (1996). Antecedents of influence outcomes. Journal of Applied Psychology, 81, 309-317. Purchase a PDFPurchase this article for $51.00 USD. How does it work?
journal article The Impact of Influence Tactics in Information System Development Projects: A Control-Loss PerspectiveJournal of Management Information Systems Vol. 30, No. 1 (Summer 2013) , pp. 191-225 (35 pages) Published By: Taylor & Francis, Ltd. https://www.jstor.org/stable/43590324 Read and download Log in through your school or library Purchase article $51.00 - Download now and later Abstract Information systems development (ISD) projects are prone to high levels of failure. One of the major reasons attributed to these failures is the inability to harmonize values held by a diverse set of participants in an environment that is characterized by uncertainty due to changing requirements. In this paper, we focus on a relational approach to achieve congruence between a project manager and a team member with respect to influence tactics. Constructs of perceptual congruence and communication congruence that reflect a level of agreement and degree of shared understanding between the project manager and team members are described. A congruence model is constructed and tied to an intermediate outcome variable of control loss. One hundred and thirteen dyadic pairs of project managers and team members are surveyed in order to test the model. The results indicate that having strong relational equity and common understanding can minimize control loss. It is important to consider the perspectives of both the project manager and a team member while formulating and assessing monitoring strategies to promote the success of an ISD project. Especially, encouraging team members to discuss disagreements constructively can motivate them to perform better and keep things under control. Finally, it is critical to address the performance problems as they occur rather than wait until the completion of the project. Journal Information The Journal of Management Information Systems is a widely recognized and top-ranked forum for the presentation of research that advances the practice and understanding of organizational information systems. It serves those investigating new modes of information delivery and the changing landscape of information policy making, as well as practitioners and executives managing the information resource. A vital aim of the quarterly is to bridge the gap between theory and practice of management information systems. Publisher Information Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal. Rights & Usage This item is part of a JSTOR Collection. |
