Starting at infancy, we all try to get others to do what we want. We learn early what works in getting us to our goals. Instead of crying and throwing a tantrum, we may figure out that smiling and using language causes everyone less stress and brings us the rewards we seek. By the time you hit the workplace, you have had vast experience with influence techniques. You have probably picked out a few that you use most often.
If you watch someone who is good at influencing others, you will most probably observe that person switching tactics depending on the context. The more tactics you have at your disposal, the more likely it is that you will achieve your influence goals. Al Gore and many others have spent years trying to influence us to think about the changes in the environment and the implications of global warming.
They speak, write, network, and lobby to get others to pay attention. But Gore, for example, does not stop there. He also works to persuade us with direct, action-based suggestions such as asking everyone to switch the kind of light bulbs they use, turn off appliances when not in use, drive vehicles with better fuel economy, and even take shorter showers.
Ironically, Gore has more influence now as a private citizen regarding these issues than he was able to exert as a congressman, senator, and vice president of the United States.
If you scored 0—6: You do not engage in much effective influencing behavior. Think of ways to enhance this skill. A great place to start is to recognize the items on the list above and think about ways to enhance them for yourself. If you scored 7— You engage in some influencing behavior. Consider the context of each of these influence attempts to see if you should be using more or less of it depending on your overall goals. If you scored 13— You have a great deal of influence potential.
Be careful that you are not manipulating others and that you are using your influence when it is important rather than just to get your own way.
Commonly Used Influence Tactics. Source: Adapted from information in Falbe, C. Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 35, — Researchers have identified distinct influence tactics and discovered that there are few differences between the way bosses, subordinates, and peers use them, which we will discuss at greater depth later on in this chapter.
We will focus on nine influence tactics. Responses to influence attempts include resistance, compliance, or commitment. Resistance occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt. Compliance occurs when the target does not necessarily want to obey, but they do. Commitment occurs when the target not only agrees to the request but also actively supports it as well.
Within organizations, commitment helps to get things done, because others can help to keep initiatives alive long after compliant changes have been made or resistance has been overcome. You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.
How to Make Friends and Influence People was written by Dale Carnegie in and has sold millions of copies worldwide. While this book first appeared over 70 years ago, the recommendations still make a great deal of sense regarding power and influence in modern-day organizations. For example, he recommends that in order to get others to like you, you should remember six things:. This book relates to power and politics in a number of important ways. Carnegie specifically deals with enhancing referent power.
Referent power grows if others like, respect, and admire you. One of the keys to these recommendations is to engage in them in a genuine manner. This can be the difference between being seen as political versus understanding politics. Impression management means actively shaping the way you are perceived by others. By using impression management strategies, you control information that make others see you in the way you want to be seen.
On the job, the most effective approach to impression management is to do two things at once—build credibility and maintain authenticity. That kind of impression management may help to achieve group cohesiveness and meet professional expectations. Prepare a concise elevator pitch about your idea. Ask colleagues for their advice and incorporate their feedback. Enlist colleagues who are enthusiastic about your idea to serve as ambassadors.
Stay up-to-date about your topic area. Attend conferences, enroll in a certification program, or assume a leadership position in a professional organization. These visible steps help you become that go-to person that others look to for advice. How do you motivate colleagues to support your initiatives and adopt your ideas?
How can you become a go-to person that others look to for guidance and expert advice? Here are some tips. Listen before you try to persuade The best way to prime colleagues for backing you and your agenda is to make them feel heard. Start by giving them your undivided attention in one-on-one situations. Effective coordination of exchange relationships has been observed as a positive effect of legitimate power Frazier and Antia ; Kalafatis , and a more standardized business format is applied, such as contracts Jap and Ganesan ; Lusch and Brown ; Mohr et al.
Boyce et al. The written word becomes significant when things are going wrong. According to this statement, legal contracts specifying formal written rules and obligations could be a harder form of legitimate power than the cooperative norm, which only refers to unwritten unofficial norms, unofficial values, norms, shared values, rules of conduct, and beliefs that guide actions and behaviors.
Regulations and economic incentives play an important role in encouraging changes in behavior, but although these may change practices, there is no guaranteed positive effect on personal attitudes Gardner and Stern Within a supply chain, the perceived use of legitimate power will positively affect coordination H5a and negatively affect cooperation H5b.
Because referent power was ranked highest among other types of power in connection to satisfaction Lee and Low , and since cooperation has been found to go hand in hand with satisfaction Gaski , we suppose that the use of a positive image and good reputation will foster the development of cooperation.
Dapiran and Hogarth-Scott emphasized that cooperation comes about through the use of expert and referent power. Suppliers would also be more willing to comply with the requirements of internationally recognized buyers and fulfill their commands. However, high degrees of identification between buyers and suppliers may be associated with less channel control. Referent power might not be sufficient to motivate the target to the implementation of certain tasks because they do not represent an explicit statement of the desired behavior.
Therefore, using referent power might not be sufficient to animate the target to the implementation of certain tasks. Within a supply chain, the perceived use of referent power will negatively affect coordination H6a and positively affect cooperation H6b. To verify our research hypotheses, we conducted semi-structured, in-depth, expert interviews via telephone about relationships between international food processing and retail companies and their suppliers in Russia from the 31st of March until the 17th of June A total of 97 complete telephone interviews 89 interviews with food processing companies and 8 interviews with retailers were conducted.
Footnote 3. We made a thorough selection of the interviewees who were chosen according to their leading positions to effectively gather relevant information Blankertz ; Merkens ; Patton Specifically, we employed an expert concentration sampling Fritsch ; Patton The people chosen were in positions with a high level of concentration of appropriate information.
The applied technique makes particular sense in light of the abovementioned research questions. Before contacting the companies from the database, we made a thorough pretest study by contacting 15 experts from the field of agri-food business and conducting telephone conversations with them. This pretest allowed us to identify potential problems and to revise the proposed questionnaire before starting the actual fieldwork.
We started the survey after receiving their feedback and improving the questionnaire. The questionnaire was designed in three languages Russian, English, and German to allow the experts speaking different languages to participate in the questionnaire. Because the majority of the respondents wanted to be treated anonymously and did not give their permission to tape-record the interviews, they were logged in written form.
The survey tool contained three main sections Section I: Mechanisms for managing agri-food supply chains, Section II: Problems of managing agri-food supply chains, and Section III: Information about the interviewee and his business partners. The questions were grouped according to the thematically connected blocks within each section. We applied a four-point scale e. To test our model, we used the partial least squares PLS technique for structural equation modeling and applied the SmartPLS software 2.
According to Hair et al. Based on this criterion, we removed 23 indicators from the initial model to achieve the indicator reliability for our model Fig. Nevertheless, the composite reliability is achieved for this variable as it is for all the other variables. The composite reliability is a measure of internal consistency and must not be lower than 0. In our case, it is even better because it is over 0.
The convergent validity of the model was assessed by calculating the average variance extracted AVE which should be higher than 0. The variable that does not quite correspond with this rule is cooperation. The measure of AVE for this construct is slightly lower and equals 0.
The next step of our analysis is to evaluate the fit of the structural inner model. We do this by assessing discriminant validity by comparing the square root of the AVE with the correlation between the construct and the other constructs Table 2. The structural model was also evaluated based on the R 2 values and the significance of the path coefficients using the bootstrap method.
Usually, R 2 values of 0. In model 1, the constructs coordination and cooperation have the values of R 2 0. The values were significant and the signs were positive for the following hypotheses: H3a, H3b, H4b, and H6a. The values were significant but the expected sign was different for the following hypotheses: H1a, H3a, and H6a. When the values are significant and the signs are positive, the model provides empirical support of hypothesized effects.
Therefore, these hypotheses were supported in our model. If the values are insignificant and the signs are contrary to the assumed effects, the hypotheses are not supported. In our case, the values are insignificant and the signs are contrary to the assumed effects for hypothesis H4a. Therefore, this hypothesis was not supported in our model. The results of hypotheses testing are presented in Table 4. The knowledge of different power sources is essential to successfully managing business-to-business relationships.
Managers should be particularly aware that power, depending on its source, may have different effects on coordination and cooperation. In line with our observations in the in-depth expert interviews, Hofstede and Kadochnikov have shown that there is a positive attitude in the Russian culture toward power and hierarchical orders. Thus, the rejection of our assumption that coercive power can be seen to bring order and discipline into the relationship as well as be effective in changing behavior was unexpected.
An explanation might be that the interviewees assessed the direct effects of coercion in a bilateral rather than in a multilateral case. However, as many experiments have shown e. Furthermore, according to our general impression, the respondents were reluctant to speak about the use of coercive power. Therefore, coercive power could have been used in reality more often than the respondents were ready to admit. In spite of these reservations, based on our empirical results, we do not advise managers to apply coercive power.
According to our assumptions, reward power should have a negative effect on cooperation and a positive effect on coordination. The results show that our assumptions about the hypothesized effects of reward power on coordination as well as on cooperation were correct.
In general, we observed that the use of this type of power provokes changes in behavior and motivates the target of influence to act according to the will of the influencing party. Therefore, it is highly recommended to apply reward power for improving both coordination and cooperation. The use of expert power turned out to have a positive effect on coordination as well as on cooperation despite being considered less flexible and unrelated to specific performance from the theoretical point of view.
The results are in line with Busch and Wilson They show that in particular, expertise is essential for building trust in buyer-supplier dyads. Overall, expert power has had relatively strong effects on cooperation as well as on coordination; thus, we recommend to use this type of power as often as possible. The effects of informational power are similar to the effects of expert power, though the effect in the case of informational power on cooperation is much weaker than that of expert power.
Similar results have been obtained by Eyuboglu and Atac who concluded that informational power could serve as a superior means for increased control distribution channels. In our in-depth survey, the experts have revealed similar insights. However, the interviewed experts have been rather hesitant regarding the possibility of using informational power in business reality. According to our findings, the effects of legitimate power turned out to be positive for coordination and negative for cooperation.
One must admit, though, that in spite of the positive sign of the effect on coordination, the strength of this effect turned out to be quite weak. Our expert interviews revealed that on the one hand, as long as all chain participants perceive the legitimate position as fairly obtained, legitimate power can be regarded as a very positive means for supply chain management.
However, on the other hand, if the other participants perceive the position as unfairly obtained, it can be just the opposite. Referent power turned out to have a positive effect on both coordination and cooperation. Because referent power stems from image and reputation, it is evident that the strength of the motivation to comply with this type of power would be based on the strength of the image and attractiveness of the relationship.
An explanation might be that image and status symbols are highly valued in Russian culture Hofstede and Hofstede A similar example has been shown for the Ukraine agri-food business. Suppliers of well-known foreign processors and retailers had fewer problems obtaining loans at more favorable interest rates because to some extent, doing business with a foreigner was regarded as a kind of status symbol Gagalyuk and Hanf Taking into account the discussed issues, the use of referent power is highly advisable.
Although power relationships are beginning to receive more attention from researchers, only a few scientific works have studied power in the context of supply chain. In this context, power represents one of the major elements of the supply chain management.
By analyzing the different sources of power coercive, reward, expert, legitimate, referent, informational , we have also confirmed that these sources can be grouped as coercive and non-coercive.
Using this classification, we have conducted a literature overview on power effects and have found that power has many multifaceted effects on coordination and cooperation in supply chain relationships. We worked out and tested a theoretical model of the effects of power on cooperation and coordination and discuss possible managerial implications of using power as an effective tool for promoting SCM.
To verify our research hypotheses, we conducted 89 semi-structured, in-depth, expert interviews via telephone about relationships of international food processing companies with their suppliers in Russia and tested the model using the partial least squares PLS approach.
Our main results can be summarized as follows. In spite of our assumption that coercive power can be seen to bring order and discipline into the relationship as well as be effective in changing behavior, the effects of coercive power turned out to be negative on both coordination and cooperation.
Expert power turned out to have positive effects on coordination and cooperation. According to the findings, the effects of legitimate power turned out to be positive for coordination and negative for cooperation. One must admit, though, that in spite of the positive sign of the effect on coordination, the strength of this effect turned out to be weak.
However, many authors who have studied power agree that there seems to be a problem in defining it Bierstedt Having examined the different perspectives of power, we conclude that its definitions in different sciences resemble each other with a difference of the context in which it is applied Cook and Emerson ; Cox ; Cox et al. One point is clear: the one who possesses power over another possesses the ability to cause that party to do something that it would not otherwise have done. These bases can also be dichotomized into coercive and non-coercive power Hunt and Nevin Because the group of retailers was quite small, we were able to conduct only eight interviews with them.
For model assessment, we deleted retailers from the sample to sustain the homogeneity of the units of analysis and avoid biased results. Therefore, the response rate represented 8.
Bachmann R Trust, power and control in trans-organizational relations. Organ Stud 22 2 — Article Google Scholar. Baldwin DA The power of positive sanctions. World Politics — Bannister E Sociodynamics: an integrative theorem of power, authority, influence, and love. Am Sociol Rev — In: Stern LW ed Distribution channels: behavioral dimensions. Houghton Mifflin, Boston, MA, pp 92— Status is a key aspect of identification: when people purchase something highly coveted by many others, such as the latest smartphone, they are under the influence of identification.
Internalization is when people accept, either explicitly or privately, a belief or set of values that leads to behavior that reflects those values. In an organization, a leader can use these three types of influence to motivate people and achieve objectives. For example, compliance is a means of maintaining order in the workplace, such as when employees are expected to follow the rules set by their supervisors.
Similarly, identification happens when people seek to imitate and follow the actions of people they look up to and respect, for example a more experienced co-worker or trusted supervisor. Internalization results when employees embrace the vision and values of a leader and develop a commitment to fulfilling them. Leaders use these types of influence to motivate the behaviors and actions needed to accomplish tasks and achieve goals.
Individuals differ in how susceptible they are to each type of influence. Some workers may care a great deal about what others think of them and thus be more amenable to identifying the cues for how to behave. Other individuals may want to believe strongly in what they do and so seek to internalize a set of values to guide them.
In organizations and in most parts of life, sources of influence are all around us. As a result, our behavior can be shaped by how others communicate with us and how we see them. Sources of Power. Skip to content Leadership Power Power is the ability to influence the behavior of others with or without resistance by using a variety of tactics to push or prompt action. The Six Sources of Power Power comes from several sources, each of which has different effects on the targets of that power.
Referent Power Referent power comes from the ability of individuals to attract others and build their loyalty. Reward Power Reward power comes from the ability to confer valued material rewards or create other positive incentives. Coercive Power Coercive power is the threat and application of sanctions and other negative consequences.
Informational Power Informational power comes from access to facts and knowledge that others find useful or valuable.
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