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Różnice pokoleniowe w zakresie postrzegania regulacji wpływu w zespole pracowniczym - raport z badań

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Pollak A., Chrupała-Pniak M., Sulimowska-Formowicz M., Kożusznik B., Rudnicka P.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
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issue 1(16)
181-190
EN
The paper focuses on issues of the influence regulation in organizational teams. Lewin's Field Theory (1951) and Kozusznik's deinfluentization (DEI) concept (Kożusznik, 1996, 2005) serve as a theoretical basis for the explanation of influence regulation. The aim of our research is to present how the gener- ational affiliation differentiate the perception of the influence in the organizational teams. The sample consist of 975 employees from 250 randomly selected Polish organizations in various industries. Results of statistical analysis confirmed differences in the location of the influence source between employees of different ages. The diagnosis of generational differences in influence perception might be helpful for managing employees in mixed-age teams.
2
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Wiek jako przesłanka zachowań wspierających efektywność organizacji

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Paliga M., Kożusznik B., Pollak A., Smorczewska B., Adamek D.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
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issue 2(17)
45-54
EN
Focus on achieving better results requires the participation of employees in an effort to objectives and involvement in the search for innovation and develop adaptability (Chwalibóg 2013). The aim of the re- search is to present how age differentiate the level of organizational citizenship behaviors and behaviors based on the regulation of impact and deinfluentization. Results of statistical analysis confirmed the differences of the level of organizational citizenship behaviors and behaviors based on the regulation of impact and deinfluentization among employees in various age. Conducted analysis might be helpful for further research on the importance of social factors for the growth of the organization’s efficiency.
3
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Tactics of Influence and Deinfluentization, Personality and the Personal Sense of Power Among Polish Managers

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Paliga M., Pollak A., Kożusznik B.
Roczniki Psychologiczne
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2020
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vol. 23
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issue 3
267-290
EN
Power in organizations creates interpersonal settings and lays the ground for designating individual roles and positions of superiors and subordinates. In such a context, influence tactics are situation-specific behaviors used to change the behavior of others and achieve organizational goals. The notion that power and influence can be based on personal or positional variables was used to design the framework of the present studies intended to describe how trait- and state-like variables are related to influence tactics and deinfluentization. The subjects were 250 Polish managers. Study 1 (n = 250) was undertaken to collect data about the influence tactics of Polish managers to fill the void in information in the field of social psychology in organizations. In Study 2 (n = 104) we correlated influence tactics with the personal sense of power. The results proved that the perception of having the ability to exert power over others was positively related to rational persuasion, apprising, and pressure. In Study 3 (n = 69) we investigated the relationships of influence tactics and deinfluentization with the Big Five and directiveness. The results showed that Neuroticism was positively correlated with pressure, legitimating, and coalition, but negatively with rational persuasion and consultation. Extraversion was positively correlated with rational persuasion, so was Conscientiousness. Agreeableness was negatively related to coalition. Directiveness was in a positive relation with pressure but correlated negatively with personal appeals. Deinfluentization positively correlated with Agreeableness and negatively with directiveness.
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