Melody P M Chong

Influence behaviors and organizational commitment: a comparative study

Purpose – Prior research has identified the outcomes of influence tactics as short-term task commitment, compliance and resistance. This paper argues that leaders’ downward influence behaviors should also have an impact on followers’ organizational commitment. The purpose of this paper is to examine the effects of three influence strategies (11 downward influence tactics) on organizational commitment, and the moderating effect of national culture. Design/methodology/approach – The study draws on survey data (n=185) and follow-up interviews (n=19) from Hong Kong Chinese employees who work for Hong Kong Chinese or Japanese managers. Findings – The quantitative results show that all rational tactics, the inspirational appeal and pressure tactics had effects on organizational commitment. Drawing on the survey and follow-up interview data, three specific factors in the use of influence tactics on organizational commitment are identified. Results suggest that some tactics are more universal and able to provide ...

Relational Perspectives on Leaders’ Influence Behavior The Mediation of Western Leader–Member Exchange and Chinese Guanxi

To understand leader influence behavior in organizations, it is essential to understand how subordinates interpret the different influence strategies used by their superiors. In this study, we examine the effect of influence behavior on organizational commitment from two relational perspectives with employees from Chinese and Western societies. Drawing on relational attribution theory, we develop a multiple mediation model to determine whether the relationships between influence behavior and organizational commitment are meditated by leader–member exchange (LMX) and/or guanxi. We also examine whether the effects vary across the two broad cultural samples. Results indicate the mediating effect is contributed mainly by LMX, not guanxi. Results show no significant cross-cultural differences, suggesting the theoretical framework we propose may be generalizable across cultures. Implications and ideas for future research are provided.

Influence Behaviors and Organizational Outcomes: Effects of the Target’s Attributions

Although several studies have linked influence tactics with organizational outcomes, few have examined how different types of influence strategies adopted by superiors get interpreted differently by their subordinates. Using data collected from a sample of Chinese working adults in a manufacturing company, the present study seeks to contribute to literature by integrating a comprehensive attribution model, exploring the effects of the targets’ contributions to assertive, persuasive and relational strategies with five organizational outcomes--felt obligation, job satisfaction, organizational commitment, job performance and citizenship behavior. While most previous studies indicated negative relationships between assertive influence tactics and outcomes, our results show that assertive influence behaviors can also lead to productive outcomes as perceived by subordinates. Finally, implications of the theory for practitioners are discussed.