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Title:Leadership influence tactics in project teams: a multilevel social relations analysis
Author(s):Mullaney, Kevin
Director of Research:Newman, Daniel A.
Doctoral Committee Chair(s):Newman, Daniel A.
Doctoral Committee Member(s):Hulin, Charles L.; Drasgow, Fritz; Roberts, Brent W.; Fraley, R.C.
Department / Program:Psychology
Degree Granting Institution:University of Illinois at Urbana-Champaign
Subject(s):Social Relations Analysis
Social Relations Model
Influence Tactics
Leader Member Exchange (LMX)
Interpersonal Complementarity
Abstract:This study employs a round robin network design and Social Relations Analysis to assess interpersonal influence tactic use at both the individual and dyadic levels of analysis. In student project teams, the proportion of variance due to each component (agent and target effects at the individual level and relationship effects at the dyadic level) is estimated for each of 9 influence tactics (Rational Persuasion, Consultation, Inspirational Appeal, Ingratiation, Exchange, Personal Appeals, Legitimating, Coalitions, and Pressure). Next, the relationships of both Big 5 personality traits and attachment styles with individual level agent and target effects of influence tactic use are assessed. On the dyadic level, interpersonal complementarity is tested as a predictor of dyadic influence tactic use. Finally, a reciprocal relationship between Leader Member Exchange relationships and influence tactics is estimated. Results show a surprising amount of target variance across influence tactics and suggest several interesting relations between influence tactics and the Big 5 traits of both the senders and receivers of influence. The reciprocal relationship between LMX and influence tactic use is supported, but there was no evidence that interpersonal complementarity was related to dyadic influence tactic use.
Issue Date:2013-08-22
Rights Information:Copyright 2013 Kevin Mullaney
Date Available in IDEALS:2013-08-22
Date Deposited:2013-08

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