Restricted accessResearch articleFirst published online 2001-6
A Field Study of the Relation between Leaders' Anticipation of Targets' Resistance and Targets' Reports of Influence Tactics Used by Leaders in Dyadic Relations
This research explored the relationship between targets' resistance and leaders' behaviors. Barbuto's concentric zones, Preference, Indifference, Legitimate, Influence, and Noninfluence, were used as the independent variables to predict leaders' use of influence tactics. Results from 83 leader-member dyads imply moderate relationships between perceptions of followers' resistance and influence tactics used by leaders. Directions for research are addressed.
Get full access to this article
View all access options for this article.
References
1.
AvolioB. J. (1994) The “natural”: some antecedents to transformational leadership. International Journal of Public Administration, 17, 1559–1581.
2.
BarbutoJ. E. (1997) Motivation and leadership: towards a predictive framework for understanding leaders' behavior.Ann Arbor, MI: Univer. of Michigan Press.
3.
BarbutoJ. E. (2000a) Comparing leaders' ratings to targets' self-reported resistance to task assignments: an extension of Chester Barnard's zones of indifference. Psychological Reports, 86, 611–621.
4.
BarbutoJ. E. (2000b) Influence triggers: a framework for understanding follower compliance. Leadership Quarterly, 11, 365–387.
5.
BarbutoJ. E.FritzS. M.MarxD. (2000) A field study of two measures of work motivation for predicting leader's transformational behaviors. Psychological Reports, 86, 295–300.
6.
BarbutoJ. E.SchollR. W. (1999) Leaders' sources of motivation and perception of followers' motivation as predictors of leaders' influence tactics used. Psychological Reports, 84, 1087–1098.
7.
BarnardC. (1938) The functions of the executive.Cambridge, MA: Harvard Univer. Press.
8.
BarryB.ShapiroD. (1992) Influence tactics in combinations: the interaction effects of soft versus hard tactics and rational exchange. Journal of Applied Social Psychology, 22, 1429–1441.
9.
BassB. M. (1985) Leadership and performance beyond expectations.New York: Free Press.
10.
CohenJ.CohenP. (1983) Applied multiple regression/correlation analysis for the behavioral sciences.Hillsdale, NJ: Erlbaum.
11.
FalbeC.YukiG. (1992) Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 35, 638–652.
12.
GraenG.CashmanJ. F. (1975) A role making model of leadership in formal organizations: a developmental approach. In HuntJ. G.LarsonL. L. (Eds.), Leadership frontiers.Kent, OH: Kent State Univer. Press. Pp. 143–165.
13.
HinkinT. R.SchriesheimC. A. (1990) Relationships between subordinate perceptions of supervisor influence tactics and attributed bases of supervisory power. Human Relations, 43, 221–237.
14.
KatzD.KahnR. L. (1978) The social psychology of organizations.New York: Wiley.
15.
KipnisD.SchmidtS. M.WilkinsonI. (1980) Intraorganizational influence tactics: explorations in getting one's way. Journal of Applied Psychology, 65, 440–452.
16.
MeindlJ. R. (1990) On leadership: an alternative to the conventional wisdom. In StawB. M.CummingsL. L. (Eds.), Research in organizational behavior.Vol. 12. Greenwich, CT: JAI Press. Pp. 159–203.
17.
OrganD. W. (1997) Organizational citizenship behavior: it's construct clean-up time. Human Performance, 10, 85–97.
18.
OrganD. W.RyanK. (1995) A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775–802.
19.
PodsakoffP. M.MacKenzieS. B.BommerW. H. (1996) Meta-analysis of the relationship between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance. Journal of Applied Psychology, 81, 380–399.
20.
PodsakoffP. M.MacKenzieS. B.MorrmanR. H.FetterR. (1990) Transformational leader behaviors and their effects on follower's trust in leader satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.
21.
SherifC. W. (1964) Social categorization as a function of latitude of acceptance and series range. Journal of Abnormal and Social Psychology, 67, 148–156.
22.
YuklG. (1998) Leadership in organizations.Englewood Cliffs, NJ: Prentice Hall.
23.
YuklG.FalbeC. M. (1990) Influence tactics in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75, 132–140.
24.
YuklG.FalbeC. M.YounJ. Y. (1993) Patterns of influence behavior for managers. Group and Organizational Management, 18, 5–28.
25.
YuklG.TraceyB. (1992) Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77, 525–535.
