Connecting influence tactics with full-range leadership styles

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Purpose: Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach: Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings: Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value: This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

Original languageEnglish
Pages (from-to)2-13
Number of pages12
JournalLeadership and Organization Development Journal
Volume39
Issue number1
DOIs
Publication statusPublished - 1 Jan 2018
Externally publishedYes

Fingerprint

Influence tactics
Leadership style
Follower
Transactional leadership
Leadership theory
Transformational leadership
Persuasion
Confirmatory factor analysis
Employee perceptions
Rating
Mismatch
Design methodology

Cite this

@article{401a612694af431a8eaf1a9b250495ac,
title = "Connecting influence tactics with full-range leadership styles",
abstract = "Purpose: Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach: Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings: Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value: This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.",
keywords = "Full-range, Influence tactics, Leadership, Passive avoidant, Transactional, Transformational",
author = "Curtis, {Guy J.}",
year = "2018",
month = "1",
day = "1",
doi = "10.1108/LODJ-09-2016-0221",
language = "English",
volume = "39",
pages = "2--13",
journal = "Leadership & Organization Development Journal",
issn = "0143-7739",
publisher = "Emerald Group Publishing Limited",
number = "1",

}

Connecting influence tactics with full-range leadership styles. / Curtis, Guy J.

In: Leadership and Organization Development Journal, Vol. 39, No. 1, 01.01.2018, p. 2-13.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Connecting influence tactics with full-range leadership styles

AU - Curtis, Guy J.

PY - 2018/1/1

Y1 - 2018/1/1

N2 - Purpose: Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach: Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings: Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value: This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

AB - Purpose: Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach: Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings: Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value: This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

KW - Full-range

KW - Influence tactics

KW - Leadership

KW - Passive avoidant

KW - Transactional

KW - Transformational

UR - http://www.scopus.com/inward/record.url?scp=85033569380&partnerID=8YFLogxK

U2 - 10.1108/LODJ-09-2016-0221

DO - 10.1108/LODJ-09-2016-0221

M3 - Article

VL - 39

SP - 2

EP - 13

JO - Leadership & Organization Development Journal

JF - Leadership & Organization Development Journal

SN - 0143-7739

IS - 1

ER -