PERSUASION AND INFLUENCE

STRATEGIES

DEVELOPING GLOBAL LEADERSHIP –

CROSS-CULTURAL ISSUES
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PERSONAL POWER AND ORGANIZATIONAL

INFLUENCE (1)
• Formal position or informal role
• Legitimate – people in certain role can request certain
behaviors of others.
• Reward – person’s ability to control the allocation of
rewards valued by others and to remove negative
sanctions.
• Coercive – the ability to
apply punishment.

Persuasion and Influence Strategies – Developing Global Leadership 1

 PERSONAL POWER AND ORGANIZATIONAL
INFLUENCE (2)
• Personal
• Expert – capacity to influence
others by possessing knowledge or
skills valued by others
• Referent – based on identification
with a person who has desirable
resources or personal traits
(charisma)

WHICH POWER BASES ARE MOST

EFFECTIVE?

• Personal sources of power are most effective

• Expert and referent power are positively related
to performance and commitment
• Reward and legitimate power are
unrelated to performance and commitment
• Coercive power is negatively related to
employee satisfaction and commitment

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 TYPES OF INFLUENCING TACTICS
INFLUENCE DESCRIPTION
TACTIC
Silent Authority Influencing behavior through legitimate power without explicitly referring
to that power base.
Assertiveness Actively applying legitimate and coercive power by applying pressure or
threat.
Information control Explicitly manipulating someone else’s access to information for the
purpose of changing his or her attitude and/or behavior.
Coalition formation Forming a group that attempts to influence others by pooling the
resources and power of its members.
Upward appeal Gaining support from one or more people with higher authority or
expertise.
Persuasion Using logical arguments, factual evidence, and emotional appeals to
convince people of the value of a request.
Ingratiation/impres Attempting to increase liking by, or perceived similarity to, some
sion management targeted person.
Exchange Promising benefits or resources in exchange for the target person’s
compliance.
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CONSEQUENCES OF HARD AND SOFT

INFLUENCE TACTICS

Commitment
Persuasion
Ingratiation &
Impression Soft Influence
management Tactics
Exchange

Compliance

Silent authority Hard Influence

Upward appeal
Coalition formation
Tactics
Information control
Resistance Assertiveness

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 DEVELOPING GLOBAL
LEADERSHIP
CROSS-CUTURAL ISSUES

MODEL OF INTERNATIONAL HUMAN

RESOURCE MANAGEMENT
Human Resources Management

Recruitment Assignment Utilization

Third
coun-
try
Coun-
Local staff try of
head
quar-
Expatriates Host ter
coun
try Countries
Staff from the third country

Types of staff Source : Huault, 1998

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 EFFECTIVE GLOBAL LEADERS
• Demonstrate both global business and global
organization savvy;
• Exhibit character, including the competencies of
emotional connection with people, and high
integrity;
• Embrace duality, having the ability to manage
uncertainty and to balance both globalization and
localization pressures.

GLOBAL EXECUTIVE COMPETENCIES

• Open-minded and flexible in thought and tactics
• Cultural interest and sensitivity
• Able to deal with complexity
• Resilient, resourceful, optimistic, and energetic
• Honesty and integrity
• Stable personal life
• Value-added technical or business skills.

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 CROSS-CULTURAL LEADERSHIP

Cross-cultural leadership is the process of

influencing individuals or teams representing
diverse cultural / meaning systems to contribute
toward the achievement of the organization’s
goals.

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SITUATIONAL MANAGEMENT STYLES

- Task
- Relationship
- Situation (context)
 Adjustment of management style to the
subordinate level of ability and motivation

(Source : Hersey & Blanchard, 1996)

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 SITUATIONAL MANAGEMENT
STYLES
Competence
+ Knows how to do Knows how to do

PARTICIPATING DELEGATING
Wants to do, Wants to do, uncon-
conditional motivation ditional motivation
Does not know Does not know

TELLING SELLING

- Does not want Wants to do

- + Motivation

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A MAP OF
MANAGEMENT STYLES
HIGH RELATIONSHIP

COACHING SUPPORTING Style

Style
M2 M3
MOBILIZING INVOLVING
STRUCTURING M1 M4 GIVING
RESPONSIBILITY
DIRECTING DELEGATING
Style Style

LOW RELATIONSHIP

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 AUTONOMY

Task Task
possibly will be
done done
ABILITY MOTIVATION
In the frame work of :
- a mission
- an objective

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STYLE/AUTONOMY APPROPRIATENESS
PROGRESSIVE CYCLE
Low autonomy Average autonomy
= Supportive style = Participative style
“ Mobilizing ” “ Involving ”

M2 M3
Start M1 M4 Arrival
Highly Low Organizational
Organizational Low Relationship
Lown Relationship
Very Low Autonomy High Autonomy
= Directive Style = Delegating Style
“ Structuring ” “ Giving responsibility ”

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 CROSS-CULTURAL ISSUES
IN LEADERSHIP
Number of factors potentially contribute to differences in
effective leadership process across culture. Some of them
include:
• Personal values (of leader and followers)
• Manager’s background (economic/educational background,
class and family status)
• Interpersonal skills

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