Kierownicze taktyki wpływu społecznego - przegląd badań międzykulturowych

• Autorzy: Zbigniew Piskorz

Warianty tytułu

Managerial Influence Tactics - Cross-cultural Research

• Języki publikacji: PL

Abstrakty

Przegląd badań opisanych w artykule zogniskowany zostanie na proaktywnych taktykach wpływu, sądzimy, bowiem, że umiejętności wykorzystywania różnych sposobów wywierania wpływu społecznego są ważnym wyznacznikiem efektywności kierowania. Ten typ taktyk wpływu to narzędzia codziennego, wielokrotnego oddziaływania przełożonego na podległych mu pracowników. Bez względu na miejsce w hierarchii władzy kierownik musi posiadać interpersonalne know-how, aby uruchamiać lub zmieniać zachowania innych [Kotter 1985]. Proces globalizacji spowodował ponadto, że kadra kierownicza musi skutecznie adaptować się do bardzo różnorodnych kontekstów organizacyjnych i kulturowych. Aby temu sprostać, kierownik musi posiadać wiedzę o kulturowych uwarunkowaniach zachowań organizacyjnych. (fragment tekstu)

EN

The globalization process heightened the importance attributed to the understanding of intercultural differences. Influence process is essential for managerial effectiveness. Managers use a variety of tactics of influence to encourage subordinates to perform tasks. The type of behavior (verbal) one person uses to influence the behavior of another person is called an influence tactic. The purpose of this paper is a synthesis of empirical data on the use of various managerial influence tactics in different national cultures. The data indicate the similarities and differences in the evaluation of the effectiveness of various influence tactics in different national cultures. Some of the way on influencing other are considered effective in many national cultures. Such universally effective ways of influence were the following tactics - rational persuasion, consultation and cooperation. (original abstract)

Słowa kluczowe

PL

Zachowania organizacyjne; Kultura organizacyjna; Badania międzykulturowe

EN

Organisational behaviour; Organisational culture; Intercultural research

• Czasopismo: Przedsiębiorczość i Zarządzanie
• Rocznik: 2016
• Numer: t. 17, z. 3, cz. 2 Studia z zarządzania międzykulturowego
• Strony: 123--139

Twórcy

autor

Zbigniew Piskorz

• SWPS Uniwersytet Humanistycznospołeczny

Bibliografia

• Bass B. M. (1981), Stodgill's handbook of leadership: A survey of theory and research, Free Press, New York.
• Bass B. M. (1997), Does the transactional-transformational leadership paradigm transcend organizational and national boundaries?, "American Psychologist", 52, 1.
• Berry J., Segall M., Kagitcibasi C. (1996), Handbook of Cross-Cultural Psychology, vol. 3, Social Behavior and Applications, Allyn and Bacon, London.
• Bond M., H., Smith P.B. (1996), Cross-cultural social and organizational psychology, "Annual Review of Psychology", 47, 1.
• Branzei O. (2002), Cultural Explanations of Individual Preferences for Influence Tactics in Cross Cultural Encounters, "International Journal of Cross Cultural Management", 2002, 2.
• Carson P., Carson K., Roe C. (1993), Social power bases: A meta-analytic examination of interrelationships and outcomes, "Journal of Applied Social Psychology", 23.
• Chong M., Muethel M., Richards M. i in. (2013), Influence behaviors and employees' reactions: An empirical test among six societies based on a transactional - relational contract model, "Journal of World Business", 48, 3.
• Dorfman P.W., Hanges P.J., Brodbeck F. C. (2004), Leadership and cultural variation: The identification of culturally endorsed leadership profiles [in] R.J. House, P.J. Hanges, M. Javidan, P. Dorfman & V. Gupta (Eds.), Leadership, culture, and organizations: The GLOBE study of 62 societies, Sage, Thousand Oaks.
• Ferris G.R., Treadway D.C., Perrewé P.L. i in. (2007), Political skill in organizations, "Journal of Management", 33,3.
• French J. R. P., Raven B. H. (1959), The bases of social power [in] D. Cartwright et al., Studies in social power, Institute for Social Research, Ann Arbor.
• Fu P., Kennedy J., Tata J. et al. (2004), The impact of societal cultural values and individual social beliefs on perceived effectiveness of managerial influence strategies: a meso approach, "Journal of International Business Studies", 35, 4.
• Fu P., Yukl, G. (2000), Perceived effectiveness of influence tactics in the United States and China, "Leadership Quarterly", 11, 2.
• Gelfand M. J., Erez M., Aycan Z. (2007), Cross-cultural organizational behavior, "Annual Review of Psychology", 58, 20.
• Hofstede G., Hofstede J., Minkov M. (2011), Kultury i organizacje, PWN, Warszawa.
• Kennedy J., Fu P.P., Yukl G. (2003), Influence Tactics Across Twelve Cultures [in:] W. Mobley and P. Dorfman (Eds.), Advances in global leadership, Elsevier Science, New York.
• Kipnis D., Schmidt S.M., Wilkinson I. (1980), Intra-organizational influence tactics: Explorations in getting one's way, "Journal of Applied Psychology", 65, 4.
• Kotter J.P. (2010), Power and influence: Beyond formal authority, Simon and Schuster, New York.
• Matsumoto D., Juang L. (2007), Psychologia międzykulturowa, GWP, Gdańsk.
• Piskorz Z. (2014), Preferencje i efektywność kierowniczych taktyk wpływu w różnorodnych kontekstach, "Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu", nr 350.
• Ralston D.A., Holt D.H., Terpstra R.H. i in. (2008), The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan and China, "Journal of International Business Studies", 39, 1.
• Raven B.H. (1992), A power/interaction model of interpersonal influence: French and Raven thirty years later, "Journal of Social Behavior and Personality", 7, 2.
• Schermerhorn J.R., Bond M.H. (1991), Upward and downward influence tactics in managerial networks: a comparative study of Hong Kong Chinese and Americans, "Asia Pacific Journal of Management", 8, 2.
• Schmidt S.M., Yeh R. (1992), The structure of leader influence: a cross-national comparison, "Journal of Cross-Cultural research", 23, 2.
• Schriesheim C., Hinkin T. R. (1990), Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson subscales, "Journal of Applied Psychology", 75, 2.
• Smith P.B., Peterson M.F. et al. (2002), Cultural values, sources of guidance and their relevance to managerial behaviors: a 47 nation study, "Journal Cross Cultural Psychology", 33, 2.
• Szmajke A. (1999), Autoprezentacja. Maski, pozy, miny, Ursa Consulting, Olsztyn.
• Tyrovola K., Papanikolaou V., Adams D. (2011), Translation and Standardization of Extended Influence Behavior Questionnaire (IBQ) in Greek Sample, "Psychology", 2, 7.
• Van Knippenberg B., Van Eijbergen R., Wilke H.A. (1999), The use of hard and soft influence tactics in cooperative task groups, "Group Processes & Intergroup Relations", 2, 3.
• Van Vugt M. (2006), The evolutionary origins of leadership and followership, "Personality and Social Psychology Review", 10, 4.
• Yukl G. (2013), Leadership in organizations, Prentice Hall, Upper Saddle River NJ.
• Yukl G., Fu P., McDonald R. (2003), Cross-cultural differences in perceived effectiveness of influence tactics for initiating or resisting change, "Applied Psychology", 52, 1.
• Yukl G., Seifert C. F., Chavez C. (2008), Validation of the extended Influence Behavior Questionnaire, "The Leadership Quarterly", 19, 5.