Department of Communication Studies
With a survey sample of 208 fulltime employees of organizations in Hong Kong, this study examined whether ingroup membership made a difference in superiors’ use and subordinates’ reactions to influence tactics. Results indicated that ingroup membership exerted impact predominantly on supervisors’ use and subordinates’ perceptions of soft and neutral tactics, but not on hard, negative tactics. Ingroup members, compared to outgroup employees, generally perceived soft, neutral tactics (consistent with group interaction norms) as more appropriate and exhibited greater attitude-behavior consistency in complying with these influence attempts. Supervisors used hard, negative tactics more frequently on outgroup subordinates than on ingroup employees. Ingroup members disliked the anti-normative, negative tactics as much as did the outgroup members. Theoretical and practical implications are discussed.
influence tactics, ingroup phenomenon, supervisor-subordinate relationship
Source Publication Title
Southern Communication Journal
Taylor & Francis
Link to Publisher's Edition
Sheer, Vivian C.. "Supervisors' use of influence tactics for extra-role tasks: Perceptions by ingroup versus outgroup members in organizations in Hong Kong." Southern Communication Journal 77.2 (2012): 143-162.