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Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

Rationale and emotion in the selection of influence tactics by managers in conflict with... Purpose – The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of power tactics in conflict situations is a sequential process including antecedents, mediators, and the choice of influence tactics. The mediation process is the new component of the model, thus the authors tested two potential mediators – perceived damage and negative emotions – in the choice process. Design/methodology/approach – Managers ( n =240) were presented with conflict scenarios involving one of their subordinates (low/high performing) and differed by conflict type (relations/task and principle/expediency). They indicated the influence tactics they would utilize in the given situation for gaining compliance and completed a series of questionnaires: perceived damage engendered by disobedience, resultant emotion, cognitive closure, and demographics. Findings – Results indicated that perceived damage, directly and through the mediation of resultant negative emotions, influenced the tendency to opt for harsh tactics. This trend was further affected by the managers’ gender and cognitive closure. Research limitations/implications – The discussion addresses the empirical validity of the model, the role of rationality and emotion in the process of choosing influence tactics. Practical implications concerning the usage of harsh and soft tactics and the limitation of the self-report method were also discussed. Originality/value – The contribution of the study is twofolded: proving the empirical validity of the new conceptualization of the model and explaining the dynamic involved in the choice of influence tactics. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Rationale and emotion in the selection of influence tactics by managers in conflict with subordinates

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References (123)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7739
DOI
10.1108/LODJ-04-2014-0076
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of power tactics in conflict situations is a sequential process including antecedents, mediators, and the choice of influence tactics. The mediation process is the new component of the model, thus the authors tested two potential mediators – perceived damage and negative emotions – in the choice process. Design/methodology/approach – Managers ( n =240) were presented with conflict scenarios involving one of their subordinates (low/high performing) and differed by conflict type (relations/task and principle/expediency). They indicated the influence tactics they would utilize in the given situation for gaining compliance and completed a series of questionnaires: perceived damage engendered by disobedience, resultant emotion, cognitive closure, and demographics. Findings – Results indicated that perceived damage, directly and through the mediation of resultant negative emotions, influenced the tendency to opt for harsh tactics. This trend was further affected by the managers’ gender and cognitive closure. Research limitations/implications – The discussion addresses the empirical validity of the model, the role of rationality and emotion in the process of choosing influence tactics. Practical implications concerning the usage of harsh and soft tactics and the limitation of the self-report method were also discussed. Originality/value – The contribution of the study is twofolded: proving the empirical validity of the new conceptualization of the model and explaining the dynamic involved in the choice of influence tactics.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Mar 7, 2016

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