Final Project

Course title: Research Methodology

Course Instructor: Sir Shaheryar Naveed

Date: 28th November 2019

Submitted by: Javeria Khan

Dept/Semeser: BPA-7

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Table of Contents
1. Tittle ........................................................................................................................................3
2. Introduction ...........................................................................................................................3
2.1 problem statement .............................................................................................................3
2.2 Research objective: ............................................................................................................5
2.3 Aim of the study .................................................................................................................5
2.4 Research Question ..............................................................................................................5
2.5 Delimitation of the research ...............................................................................................6
3. Literature Review .................................................................................................................. 6s
3.1 Definitions and concept: ...............................................................................................6
3.2 Theoretical Reflection: ..................................................................................................7
3.3 Critical analysis of the literature ....................................................................................8

4. proposed theoretical Framework ...........................................................................................8

4.1 Theory ......................................................................................................................... 8
4.2 Conceptual Framework .................................................................................................6
4.3 Hypothesis .....................................................................................................................9
5. Research methodology .............................................................................................................9
5.1 Type of study: ....................................................................................................................9
5.2 Population size ...................................................................................................................9
5.3 Units of sample: ..................................................................................................................9
5.4 Sample size .........................................................................................................................9
5.5 Units of analysis: ...............................................................................................................9
5.6 instrument development .................................................................................................... 9
5.7 Time horizon ......................................................................................................................9
5.8 Data Collection ...................................................................................................................9
5.9 Proposed data collection: ....................................................................................................9
6. References ................................................................................................................................10

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The Effect of Leadership Influence Tactics on
Innovation Performance through Employee
Openness.
1. Introduction

Significance

Leadership, employees and their social interaction, plays a significant role when it comes
to open innovation process, however there is scarce evidence that proves the connectedness of
different sub-firm levels and their relation to open innovation. (Rangus, K., & Černe, M. (2019).
In order to achieve organizational goals, leaders are often faced with a challenge to influence their
subordinates. To do this, researchers have identified behavioral influence tactics through which
leaders can communicate and persuade followers. Influence Tactics are one of the categories of
proactive behavior. (Kipnis, Schmidt, & Wilkinson, 1980; Yukl& Falbe, 1990). These can be used
individually or combined with the intention to change the beliefs, attitudes, and behaviors of
employees. Such Tactics can appeal the followers or employee’s deepest-held values, give logic
and reason or serves as demands or threats. (Cialdini, R. B. 2001). Influence Tactics are further
classified as upward and downward influence tactics. Collectively there are nine influence tactics
that can be used by managers or leaders in organizations. These are Rational Persuasion Tactics,
Inspirational Appeals Tactics, Consultation Tactics, Exchange Tactics, Personal-Appeal Tactics,
Integrating Tactics, Pressure Tactics and Coalition Tactics. Even though there are various other
variables that can be used to predict leadership influence tactics, like personality, position,
direction of influence and basis of power, out of these motivation was a variable that had not been
examined until now (Barbuto & Scholl, 1999). It was suggested that motivation for affiliation,
power and achievement can too have a grave impact, when it comes to predicting leader’s use of
influence and effectiveness (McClelland, 1985).

To further examine the effectiveness of leadership influence tactics, innovation

performance is another variable that we shall be examining, it refers to the use of ides or creativity
to improve products, services, processes, procedures, that in turn increase the usefulness and
performance of those products and services. (Hanifah, H., Halim, H. A., Ahmad, N. H., & Vafaei-

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Zadeh, A. (2017). Studies have also found that leaders can exhibit the coalition techniques that can
resultantly develop employee openness towards each other. (Rangus, K., & Černe, M. 2019). A
variety of studies have determined that the level of novelty of an innovative idea strongly impacts
the factors shaping innovative performance. (Garcia and Calantone, 2002). However it is quite
common in studies of innovation to explore the differences in innovation process for innovations
associated with different levels of novelty. (Freeman and Soete, 1997).

Aim of the study

The study aims to determine the effects that Leader’s Influence Tactics can have on
innovation performance at organizational level. The impact of Leadership Influence Tactics can
be further strengthened if employees within an organization are more open to innovation. As it is
quite evident from previous researches that the performance of a firm or an organization can be
improved if the Leaders employ techniques and tactics that inspire and motivate them. Innovation
too is an inevitable factor that contributes towards improving organizational performance. Hence
our study illustrates the connection between types of Leadership Influence Tactics and Innovation
Performance through the mediating role of employee openness.

Keeping these facts in view the aim of this study is to illustrate the influence of leadership
and employee-level open innovation on team level and individual innovation i.e employees or
individual level openness in achieving innovation performance. Furthermore we find how
innovation performance can be achieved through the use of leadership influence tactics, i.e. how
leaders can persuade and influence their followers into working efficiently and effectively and
whether this can be achieved better through upwards influence tactics or downward influence
tactics.

Leadership behaviors are utilized to gain support for the implementation for policies and
decisions, and also for ideas regarding product and services, through motivating employee,
followers or subordinates to implement them. Influence tactics are significant when there is less
formal control over followers. (Yukl et al., 2005). In rather easier words, the ways in which leaders
influence their subordinates are examined in term of influence tactics. ( Kipnis et al., 1980; Yukl
& Falbe, 1990).

Research Objective

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 The objectives of our research is to discuss the effects of leadership influence tactics in
making or breaking their employees, their role in organizational performance , their role in
innovation performance and how the leaders can employee tactics either in coercive or non-
coercive ways. Both upward and downward influence tactics can have their separate effects on
employee openness towards each other and how this mediates the role between leadership
influence tactics and innovation performance. (Iglesias-Sánchez, P. P., Correia, M. B., &
Jambrino-Maldonado, C. (2019).

Research question

If innovation performance is the result of the ideas and achievement derived from
innovation, how the leaders, managers and executives can help in achieving it through the use of
innovation performance.

Delimitations of the study

In our study we have talked about the effect of leadership influence tactics on employee
openness that ultimately helps in achieving innovation performance. However what was not
addressed, was the effect of inclusion that can moderate the effect of the former and the latter.

2. Literature Review

There are three major terminologies that are discussed in our study and they have their sub-
categories. Firstly we define what Influence Tactics actually are; these are the methods of
persuasion that leaders, managers use to influence their employees and subordinates. Collectively
there are nine influence tactics that can be used by managers or leaders in organizations. These are
Rational Persuasion Tactics, Inspirational Appeals Tactics, Consultation Tactics, Exchange
Tactics, Personal-Appeal Tactics, Integrating Tactics, Pressure Tactics and Coalition Tactics. ,
innovation performance is another variable that we shall be discussing, it refers to the use of ides
or creativity to improve products, services, processes, procedures, that in turn increase the
usefulness and performance of those products and services. (Hanifah, H., Halim, H. A., Ahmad, N.
H., & Vafaei-Zadeh, A. (2017). Innovation performance is viewed as process which results from
numerous interactions among different actors. (Doloreux, 2004). Literature on “open innovation”
emphasize that firms openness to external sources of knowledge is important when it comes to

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achieving innovation performance. (Laursen andSalter, 2006; West and Bogers, 2014), which
brings up another point, employee diversity. Some researchers have stated that Employee diversity
is fundamental characteristic of an organization’s human capital stock and is related to innovation
performance. (Becker, 1962, 1993;Becker and Huselid, 2006). Employee openness refers to the
level of change acceptance and having a positive view of changes in the direction of a set of
workplace changes. (Wanberg, C. R., & Banas, J. T. 2000) Employee Openness is also affected
by other moderating factors such as increased information and involvement. High level of internal
social interaction in terms of mutual trust, respect, and friendship positively influences creativity,
as this enhances relationship quality, reduces the risk of the uncertain concerns, and strengthens
the belief that the exchange partner will provide necessary information, resources, and social
support for creative activities (Liu, 2013

In our study, we draw our information upon the Notions of Affect Theory (Tomkins, 1984),
according to which behaviors are influenced by felt and expressed emotions. And the leader–
member exchange (theory is a relationship-based approach to leadership that focuses on the two-
way relationship between leaders and followers.[1] It suggests that leaders develop an exchange
with each of their subordinates, and that the quality of these leader–member exchange relationships
influences subordinates' responsibility, decisions, and access to resources and
performance. Relationships are based on trust and respect and are often emotional relationships
that extend beyond the scope of employment. Leader–member exchange may promote positive
employment experiences and augment organizational effectiveness. It is widely used by many
managers and is replacing many of its predecessors. Researches have suggested that positive
emotions result in innovation, i.e. biological responses encourage creativity. (Isen, 1999). It is also
connected to leadership exchange theory further, it has also been stated that individual’s emotions
is related to their work performance. Here we can contemplate that Leadership Influence tactics
have the ability to influence the emotions of the employee and through maneuvering their emotions
they can enable their employee perform efficiently ultimately leading the organization to achieve
innovation performance.

In terms of Leadership Influence tactics, inspirational appeals and speeches that are
emotionally triggering can have tremendous implications on employee’s work performance.
Resultantly his will not only lead to more productivity and high efficiency and a change in

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employee openness i.e. it can also affect the attitudes of the employee’s and boosts their ability to
work.

The Literature Gap leading to the study was to seek whether leadership influence tactics,
employee level open innovation on team and individual level innovation is directly linked to firm
level open innovation performance. Furthermore the indication was to seek if open innovation can
ultimately lead to innovation performance at organizational level. Even though several of
researches have been conducted on the impact of Leadership Influence Tactics and how they can
impact all aspects of Organizational Performance, from employee attitudes to productivity and
everything that improves or hampers its work performance.

Even though the literature has defined in depth regarding where and how the above
variables have been used. All three variables here are quite dynamic and vast in their own domains.
Firstly Leadership Influence Tactics Effects are the ways in which leaders or managers make
employees can bring about efficiency in their day to day tasks that can ultimately better the overall
working of the organization, utilizing the nice proactive techniques of influence tactics. As
suggested in the notions affects theory from which we have drawn our data. The Notions of Affect
Theory (Tomkins, 1984), tell how behaviors are influenced by felt and expressed emotions.
Researches have suggested that positive emotions result in innovation, i.e biological responses
encourage creativity. (Isen, 1999). Further, it has also been stated that individual’s emotions is
related to their work performance. Work performance is undoubtedly best achieved when a human
is feeling mentally prepared and motivated to perform, if this aspect is ignored then it can be quite
difficult to do routine tasks that are repeated and this becomes annoying. Ultimately it is the
responsibly of the managers and leaders to motivate employees and raise their spirits.

This is a crucial need when it comes to both the productivity and survival of the firm or
organization. Several influence method have been described in the literature. For example
influence tactics of ingratiation, self-promotion, rationality, assertiveness, exchange and upward
appeal have been included by Higgins et al. (2003). While others have identified eleven influence
tactics like rational persuasion, apprising, inspirational appeals, consultation, collaborations,
ingratiation, personal appeals, exchange, legitimating tactics, pressure ad coalition tactics. (Yukl,
2002; Yukl and Seifert, 2002).

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 In addition to inspirational appeals and consultation tactics, downward influence tactics
also play a mediating role in the relationship between Leadership and organizational citizenship
behavior. Likewise subordinates or employee openness and competence mediate the relationship
between leadership influence tactics and consultation tactics. The statement by, partially supports
the efficacy to notions affect theory and supports fully the contingency theory of leadership
(Tomkins, 1984). Hence leadership is positively linked to innovation in both innovation adoption
and innovation climate. For Implementation at team-level, managers are in charge of the strategic
decisions and policy making plus control of resources and moderate the process of building a well-
organized environment (Damanpour and Schneider, 2006). This in-turn boosts innovation
performance.

Theoretical Framework

The Theoretical Framework upon which our study is based states that leadership influence
can contribute to innovation performance, through the use of influence tactics, they evoke their
employees to achieve better and this can hence bring employee openness.

Researchers identified behavioral influence tactics which leaders use to communicate and
persuade employees and subordinates. Influence Tactics are proactive behaviors. (Kipnis, Schmidt,
& Wilkinson, 1980; Yukl& Falbe, 1990). These can be used individually or combined with the
intention to change the beliefs, attitudes, and behaviors of employees. Such Tactics can affect the
subordinates or employee’s deepest-held values; give logic and reason or serves as demands or
threats. (Cialdini, R. B. 2001). Further classifications include upward and downward influence
tactics. Nine influence tactics are used by managers or leaders in organizations. The types are
Rational Persuasion Tactics, Inspirational Appeals Tactics, Consultation Tactics, Exchange
Tactics, Personal-Appeal Tactics, Integrating Tactics, Pressure Tactics and Coalition Tactics. Even
though there are various other variables that can be used to predict leadership influence tactics,
like personality, position, direction of influence and basis of power, out of these motivation was a
variables that had not been examined until now. The theories upon which the foundation of the
whole article is based are the notion affect theory and the leader-member exchange theory.

Leadership Employee Innovation

influence tactics openness performance

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 Hypothesis

H1: Leadership influence tactics, with a mediating role of employee openness has a
positive relationship with innovation performance.

Methodology

The sample selection for our study’s data was collected was through primary means. That
is, data collected from previous research was all generated through quantitative means i.e this is
a quantitative type of study .The Unit of analysis for data collection will be at individual level,
the former studies we consulted used cross-sectional methods and experiments to assemble their
data, a method we intend to use for our research. The article upon which we base our study utilized
a quantitative method to collect data.

Furthermore experiments in our base article determined the effects of leadership influence
tactics on innovation performance through experiments. While most of the articles we consulted
were quantitative in nature. The theory upon which the article was based was the notions affect
theory .We collected our data through primary and secondary sources. The major strength of our
study would be the examination on influence tactics employed by leaders to influence on employee
to achieve innovation performance. We studied this particular framework keeping various
moderators in view.

Overall conducting this study gave us an insight into the many methods of Human
Resource Management that have been discovered and utilized to achieve efficiency and
effectiveness when it comes to organizational performance and productivity.

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