Title page for etd-0827104-115103


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URN etd-0827104-115103
Author Joanne chang
Author's Email Address No Public.
Statistics This thesis had been viewed 5343 times. Download 4874 times.
Department Human Resource Management
Year 2003
Semester 2
Degree Master
Type of Document
Language English
Title The Study of Subordinate's Acceptance of Supervisor's Influence Tactics
Date of Defense 2004-07-20
Page Count 85
Keyword
  • expertise
  • Machiavellianism
  • friendship
  • Chinese cultural values
  • influence strategy
  • Influence tactics
  • closeness
  • leadership
  • Abstract The key to successful leadership today is influence, not authority. However in order to be successful in influencing others, a manager must be able to know what their subordinates think. With the knowledge of subordinate’s perceptions, managers can perfect their use of influence tactics and then be able to easily perform influence on others. One of the most important aspects that can influence perspectives is culture. In Hofstede’s (1980) study it was found that Chinese societies are high in power distance and can be classified as collective societies. This is the result of Confucianism, which spreads values of social order and harmony. In this society, relationships are extremely important. Another characteristic of the Chinese is that they are elitists, and have a deep-rooted belief that education can raise a person to higher levels in society, thus we can see the importance of having expertise. Because of the high power distance which implies inequality and love of power, and collectivity which implies the difference in treatment between in-group and out-group members, it can be inferred that the Chinese tend to have Machiavellian personality. Thus we can see that the three main factors that influence the acceptableness of different influence tactics are expertise, relationships and Machiavellianism.
    The purpose of this study is to examine influence tactics from the subordinate’s perspective, and to explore the relationship between expertise, personal relationships, Machiavellianism and influence strategies. The results show that (1) the closeness of the relationship is the most important factor to consider when choosing influence tactics, the closer the relationship, the more tactics one can use, both hard and soft tactics would be acceptable, (2) If the manager is known as having expertise, it would be best to use soft tactics, however subordinates will also accept hard tactics from managers who have a higher education level, (3) there was no significant relationship between influence tactics and Machiavellianism.
    Advisory Committee
  • Jen-Jsung Huang - chair
  • Chin-Kang Jen - co-chair
  • I-Heng Chen - advisor
  • Files
  • etd-0827104-115103.pdf
  • indicate access worldwide
    Date of Submission 2004-08-27

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