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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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Różnice pokoleniowe w sposobach wywierania wpływu społecznego u kadry kierowniczej

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Paliga M., Pollak A.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2016
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issue 2(21)
149-165
EN
It is said that the efficacy of management depends, among other things, on the ability to effectively use different types of social influence (Yukl 2006: 145; Kożusznik 2015). The article focuses on the problem of social influence in organization, being an attempt to present the preferences of younger and older managers for using different tactics of influence as well as shared and authentic leadership. A group of 100 managers from Upper Silesia took part in the study. The results show that age has an impact on the frequency of using particular influence tactics, but does not differentiate the managers in terms of leadership styles. Moreover, the association between influence tactics and leadership styles was investigated and a set of relations between them was confirmed.
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