CHAPTER 8
Influence Tactics of Leaders
The purpose of this chapter is to familiarize the reader with a wide range of influence tactics that he or she
may need to persuade others. A secondary purpose is to sensitize the reader to the difference among
ethical, ethically neutral, and unethical influence tactics.
CHAPTER OUTLINE AND LECTURE NOTES
Influencing group members to achieve a worthwhile goal is a leader’s quintessential responsibility. To
become an effective leader, a person must be aware of the specific tactics leaders use to influence others.
Although this chapter focuses on influence tactics, other aspects of leadership, such as projecting
I. A MODEL OF POWER AND INFLUENCE
The model shown in Figure 8–1 illustrates that the end results of a leader’s influence outcomes are
a function of the influence tactics he or she uses. The influence tactics are in turn moderated, or
affected by, the leader’s traits and behaviors and the situation.
The three possible outcomes are commitment, compliance, and resistance. Commitment represents
the highest degree of success; the target of the influence attempt is enthusiastic about carrying out
II. DESCRIPTION AND EXPLANATION OF INFLUENCE TACTICS
Influence tactics are classified here as those that are essentially ethical and honest, ethically neutral,
or those that are essentially manipulative and devious. Several of the tactics, however, could be
placed into more than one category.
A. Essentially Ethical and Honest Tactics
Used with tact, diplomacy, and good intent, the tactics described in this section can facilitate
Chapter 8: Influence Tactics of Leaders
1. Leading by Example and Respect, and Trust. A simple but effective way of influencing
group members is leading by example, or leading by acting as a positive role model.
2. Using Rational Persuasion. To implement this tactic, the leader uses logical arguments
and factual evidence to convince another person that a proposal or request is workable
3. Telling True Stories. Storytelling has become accepted as an effective method for most
4. Explaining Benefits to the Target. Apprising means that the influence agent explains
5. Making a Personal Appeal. Using this approach, the agent asks the target to implement a
6. Developing a Reputation as a Subject Matter Expert. Becoming a subject matter expert
(SME) on a topic of importance to the organization is an effective strategy for gaining
7. Exchanging Favors and Bargaining. Offering to exchange favors if another person will
8. Legitimating a Request. A legitimate request falls into one’s scope of authority and fits
organizational policy. Making legitimate requests is an effective influence tactic because
most workers are willing to comply with regulations.
9. Making an Inspirational Appeal, Being Charming, and Emotional Display. To inspire
others a leader must obviously make inspirational appeals. Such an appeal is reinforced
10. Consultation with Others. Consultation with others before making a decision is both a
leadership style and an influence technique. The influence target becomes more
motivated to follow the agent’s request because the target is involved in the decision–
making process.
11. Forming Coalitions. A coalition is a specific arrangement of parties working together to
combine their power. Coalition formation works as an influence tactic because “there is
Chapter 8: Influence Tactics of Leaders
12. Being a Team Player. Influencing others by being a good team player is an important
strategy for getting work accomplished. A leader might be a team player by doing such
13. Practicing Hands-on Leadership. A hands-on leader is one who gets directly involved
B. Essentially Neutral Influence Tactics
If the tactics in this section are implemented with good intent they tend to be positive, but if
implemented with the intent of duping another person, they tend to be negative.
1. Ingratiation. When ingratiation takes the form of well-deserved flattery or compliments,
2. Joking and Kidding. Good-natured kidding by the leader is especially effective when a
straightforward statement might be interpreted as harsh criticism.
3. Upward Appeal. In upward appeal, the leader exerts influence on a team member by
C. Essentially Dishonest and Unethical Tactics
The tactics described in this section are less than forthright and ethical, yet they vary in
intensity with respect to dishonesty. The first two tactics would be considered unethical and
devious by most people; second two might be within the bounds of acceptable ethics.
1. Deliberate Machiavellianism. Machiavellians are people in the workplace who
manipulative tactics.
2. Gentle Manipulation of People and Situations. By making untrue statements or faking
3. Undue Pressure. When rewards become bribes for compliance, and threats of punishment
become severe, the target person is subjected to undue pressure or coercion.
4. Debasement. A subtle manipulative tactic is debasement, demeaning or insulting oneself
to control the behavior of another person.
Chapter 8: Influence Tactics of Leaders
III. LEADERSHIP INFLUENCE FOR ORGANIZATIONAL CHANGE
Top-level leaders exert many of their influence attempts in the direction of bringing about changes
through the entire organization, often by attempting to overhaul the organization culture. Before
plunging ahead with attempts at massive cultural change, the leader needs to study the old culture
and understand why it contributed to the prosperity and growth of the organization. Tactics for
bringing about change yet assuring that a healthy culture is maintained include the following.
1. Serve as a role model for the desired attitudes and behaviors.
2. Impose a new approach through executive edict.
3. Establish a reward system that reinforces the culture, such as giving huge suggestion awards to
promote an innovative culture.
A leader who exhibited all of these behaviors would qualify as a transformational leader because of
all the positive changes.
IV. SEQUENCING OF INFLUENCE TACTICS
An important consideration is using influence tactics is the sequence in which they should be
V. IMPLICIT LEADERSHIP THEORIES AND LEADERSHIP INFLUENCE
People are more likely to be influenced by leaders who match their expectation of what a leader
should be. Implicit leadership theories are personal assumptions about the traits and abilities that
characterize an ideal organizational leader. The assumptions are stored in memory and activated
when group members interact with a leader.
Chapter 8: Influence Tactics of Leaders
VI. GUIDELINES FOR ACTION AND SKILL DEVELOPMENT
To become an effective leader, learning to use influence tactics comfortably is essential. Even if
you use influence tactics naturally, without giving them much thought, there is still more to learn.
COMMENTS ON EXPERIENTIAL EXERCISES
Leadership Self–Assessment Quiz 8–1: Survey of Influence Tactics
Here is an opportunity for students to think through how frequently they use certain influence tactics. An
Leadership Self–Assessment Quiz 8–2: The Leader Ingratiating
Checklist
This listing of ingratiating behaviors can also be classified as political tactics. As such, the instrument
Leadership Skill-Building Exercise 8-1: The Ingratiating New Division
Manager
Here is an opportunity for a role player to simulate carrying out a highly challenging leadership
Leadership Skill–Building Exercise 8–2: Influence Tactics
Leadership Skill–Building Exercise 8–3: Identifying Influence Tactics
The task required by this skill–building exercise should be inherently interesting for many students—
Chapter 8: Influence Tactics of Leaders
Leadership Skill–Building Exercise 8–4: Applying Influence Tactics
Leadership Skill-Building Exercise 8-5: My Leadership Portfolio
Executing influence tactics is at the heart of exercising leadership, making it quite valuable for
COMMENTS ON DISCUSSION QUESTIONS AND ACTIVITIES
1. Explain the following analogy: Influence is to leadership, as eggs are to an omelet.
Influence is as much as inseparable from leadership, as eggs are inseparable from an omelet. You
2. Which influence tactic described in this chapter do you think would work the best for you? Why?
likely to choose the technique of being a subject matter expert.
3. Which of the influence tactics described in this chapter do you think are the most important for a
person his or her first leadership assignment? Explain your reasoning.
A person in a first leadership assignment should emphasize influence tactics that are ethical and not
4. With so many workers habituated to using mobile devices for so much of their work, should
company management develop apps for influencing subordinates?
5. Assume that as their leader, you wanted to influence minimum wage workers in an order-
fulfillment center to work faster. Which one or two influence tactics are likely to be effective?
Rational persuasion might be used by informing the workers that if order-fulfillment center
6. How should an ambitious person draw the line between being effective at ingratiation and being
obnoxious?
Chapter 8: Influence Tactics of Leaders
The ambitious person should be mindful of feedback when attempting to use ingratiation
7. Why is developing a reputation as a subject matter expert important for a leader is leadership deals
so heavily with interpersonal skills?
Although leadership deals heavily with interpersonal skills, a leader’s technical or business
8. How might a business owner use the technique of tapping social norms to influence his or her
employees to lead a healthier lifestyle?
The business owner might provide evidence of how many large companies have established
wellness centers to help their workers stay healthy, or become healthier. At the same time the
9. Over a long period of time, Sears has slipped from being America’s largest retailer to struggling to
survive in recent years. What cultural change can you suggest to help company leadership at Sears
restore some of its past glory?
The answer to this question is much more complex than might appear on the surface. Young
people, in particular, no longer think of Sears as being so relevant to their needs despite the
10. Get the opinion of an experienced leader as to the most effective influence tactics. Share your
findings with class members.
One approach to gather information for this question is to present the leader with a list of the tactics
PLAUSIBLE RESPONSES TO CASE QUESTIONS
Leadership Case Problem A: Steve Tackles Mall World
This case illustrates how a newly–appointed CEO might have to trigger changes in culture, including
attitudes, for the organization to survive.
1. In what way does this case suggest that a culture change might be necessary at Mall World?
Chapter 8: Influence Tactics of Leaders
Several of the managers interviewed show little concern that their business model might be
2. What steps might Steve take to influence his managers that they need to worry more about the
future of Mall World, as well as taking action steps to improve occupancy rates?
Attitudes are more likely to change in face–to-face and small-group encounters, suggesting that
3. Which specific influence tactics do you recommend that Steve use with his managers?
Steve might lead by example by investigating new opportunities for mall occupancy himself,
such as “pop–up stores” for the holidays, and government offices. He might also use rational
Associated Role Play
This role play is challenging because Steve will be attempting to bring about attitude change.
Leadership Case Problem B: Katerina Demands Results
This case illustrates how difficult it can be for a leader to influence people to perform better on an
extraordinarily difficult task. Simply demanding better results may not be an effective influence
tactic.
1. Which influence tactics does Katerina appear to be using, and how effecteive do they appear to be?
her influence techniques are not going to be effective.
2. What other aproach might Katerina take to getting her stor mangers to enhance sales?
Katerina has a very tough task because it is becoming more difficult to sell luxury goods.
3. To what extent do you think that Katerina is too abrasive in her role as regional manager?
Katerina may think that she is providing forceful leadership, but she is most likely perceived as
Chapter 8: Influence Tactics of Leaders
Associated Role Play
Here is an opportunity for the role players of Katerina to attempt to be a positive, yet influential