Why managers prefer some influence tactics to other tactics: A net utility explanation

Author: Steensma, Herman¹

Source: Journal of Occupational and Organizational Psychology, Volume 80, Number 2, June 2007 , pp. 355-362(8)

Publisher: British Psychological Society

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Abstract:

This study involved analysis of the preference for, and the actual use of eight influence tactics by managers. Managers (N=95) filled out questionnaires. As predicted, the expected utilities of tactics were correlated strongly with both actual and preferred frequencies of use of tactics. The expected utilities of specific tactics did not correlate with actual and preferred frequencies of use of all other tactics (with some exceptions).

Document Type: Research article

DOI: 10.1348/096317906X119765

Affiliations: 1: Leiden University, The Netherlands

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