The relationship between self-other rating agreement and influence tactics and organizational processes

Yair Berson, John J. Sosik

Research output: Contribution to journalArticlepeer-review

27 Scopus citations

Abstract

This study examined the extent to which subordinates' perceptions of soft (i.e., consultation, ingratiation, inspirational appeals), hard (i.e., legitimating, pressure, exchange), and rational persuasion influence tactics were associated with the self-awareness of 144 Israeli telecommunications managers. Self-awareness was operationalized by categorizing managers as overestimators, underestimators, in-agreement/poor or in agreement/good based on the difference between the manager's and his or her subordinates' rating of the manager's charismatic leadership (Atwater & Yammarino, 1997). Results indicated that underestimators tended to use more rational persuasion than overestimators and in-agreement/poor managers. Overestimators tended to use fewer soft tactics than underestimators and in-agreement/good managers. In-agreement/ good managers tended to use more exchange tactics and outperformed overestimators and in-agreement/poor managers in championing a climate of innovation and quality. The practical implications of these results are discussed.

Original languageEnglish (US)
Pages (from-to)675-698
Number of pages24
JournalGroup and Organization Management
Volume32
Issue number6
DOIs
StatePublished - Dec 1 2007

All Science Journal Classification (ASJC) codes

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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