When is organizational influence legitimate

The perceived legitimacy of managerial influence: A twenty-five year comparison. The study examines perceptions of managers, nonmanagerial employees, students, and union officers regarding the legitimacy of managerial influence over various subordinate behaviors and beliefs. The … Expand. The findings also … Expand. Summary Based on the hypothesis that many female managers experience job difficulties as a result of their failure to accept male-determined organizational behavior patterns, this study investigated … Expand.

Organizational socialization: Its content and consequences. This study was designed to investigate the relationship between the behavior pattern of leaders and the willingness of their subordinates to share information.

Measures of information sharing norms … Expand. The article presents a study which focuses on the problems of cross-cultural industrial conflict by attempting to identify areas of high and low influence legitimacy in a cross-cultural study of Ge A theory of collective protest is proposed in which distrust and the erosion of the legitimacy of authority are postulated to be a function of frustrations perceived as inequitably imposed and … Expand.

View 1 excerpt. Beyond a hollow legitimacy: What. Beyond a hollow legitimacy: What? Preventing schismogenesis. Related Papers. Trust, power and control in trans-organizational relations. Balliet, D. Trust, punishment, and cooperation across 18 societies: a meta-analysis. Becker, G. Crime and punishment: an economic approach. Bijlsma-Frankema, K. Understanding the trust—control nexus. Braithwaite, V. Cheltenham: E dward Elgar Publishing. Castelfranchi, C. West Sussex: W iley. Chenhall, R. Social capital and management control system: a study of a non-government organization.

Copeland, P. Multiple determinants of framing referents in tax reporting and compliance. Das, T. Trust, control, and risk in strategic alliances: an integrated framework. Ehrhart, M. New York, NY: Routledge. Fehr, E. Psychological foundations of incentives. Feld, L. Tax compliance as the result of a psychological tax contract: the role of incentives and responsive regulation. Law Policy 29, — Fischbacher, U. Freiberg, A.

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Legitimacy and deterrence effects in counterterrorism policing: a study of Muslim Americans. Law Soc. Van Lange, P. The psychology of social dilemmas: a review. Blue bags or refuse tourism: social acceptance of closed policymaking. Victor, B. The organizational bases of ethical work climates. Weibel, A. Information power is similar to expert power but differs in its source.

Experts tend to have a vast amount of knowledge or skill, whereas information power is distinguished by access to specific information. For example, knowing price information gives a person information power during negotiations. As we will see later in this chapter, those who are able to span boundaries and serve to connect different parts of the organizations often have a great deal of information power.

In the TV show Mad Men , which is set in the s, it is clear that the switchboard operators have a great deal of information power as they place all calls and are able to listen in on all the phone conversations within the advertising firm. Figure As commander-in-chief of the U. Armed Forces, he also has coercive power. His ability to appoint individuals to cabinet positions affords him reward power.

Shortly after the election, he began to be briefed on national security issues, providing him with substantial information power as well. Referent power stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them.

Referent power is often called charisma —the ability to attract others, win their admiration, and hold them spellbound. Starting at infancy, we all try to get others to do what we want. We learn early what works in getting us to our goals. Instead of crying and throwing a tantrum, we may figure out that smiling and using language causes everyone less stress and brings us the rewards we seek.

By the time you hit the workplace, you have had vast experience with influence techniques. You have probably picked out a few that you use most often. If you watch someone who is good at influencing others, you will most probably observe that person switching tactics depending on the context.

The more tactics you have at your disposal, the more likely it is that you will achieve your influence goals. Al Gore and many others have spent years trying to influence us to think about the changes in the environment and the implications of global warming.

They speak, write, network, and lobby to get others to pay attention. But Gore, for example, does not stop there. He also works to persuade us with direct, action-based suggestions such as asking everyone to switch the kind of light bulbs they use, turn off appliances when not in use, drive vehicles with better fuel economy, and even take shorter showers.

Ironically, Gore has more influence now as a private citizen regarding these issues than he was able to exert as a congressman, senator, and vice president of the United States. If you scored 0—6: You do not engage in much effective influencing behavior. Think of ways to enhance this skill. A great place to start is to recognize the items on the list above and think about ways to enhance them for yourself.

If you scored 7— You engage in some influencing behavior. Consider the context of each of these influence attempts to see if you should be using more or less of it depending on your overall goals. If you scored 13— You have a great deal of influence potential. Be careful that you are not manipulating others and that you are using your influence when it is important rather than just to get your own way. Commonly Used Influence Tactics. Source: Adapted from information in Falbe, C.

Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 35, — Researchers have identified distinct influence tactics and discovered that there are few differences between the way bosses, subordinates, and peers use them, which we will discuss at greater depth later on in this chapter.

We will focus on nine influence tactics. Responses to influence attempts include resistance, compliance, or commitment. Resistance occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt.

Compliance occurs when the target does not necessarily want to obey, but they do. Commitment occurs when the target not only agrees to the request but also actively supports it as well.

Within organizations, commitment helps to get things done, because others can help to keep initiatives alive long after compliant changes have been made or resistance has been overcome. You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.