Effects of Influence Tactics and Power Bases on Group Problem Solving
People can influence others in different ways: On the one hand, they
can restrict the others’ freedom (hard influence tactics) and ignore
their interests (restrictive control). On the other hand, they can
promote the others’ freedom (soft influence tactics) and take their
interests into account (promotive control).
The effects of influence or control tactics on knowledge acquisition
and group performance are usually examined in field studies (e.g.
Scholl, 1996). In my Ph.D. project, I studied these effects by means of
two laboratory experiments with small groups including power base as a
possible moderator (Klocke, 2004). Hard vs. soft influence tactics, as
well as expert vs. position power were manipulated by instructions and
external incentives. Independent of their power base, powerholders
using hard tactics acquired less task knowledge because their targets
became more helpless. When powerholders were more competent compared to
their targets, hard influence tactics improved group performance; when
they were not, hard tactics impaired group performance. Dissonance
theory correctly predicted the effects on the powerholders’ evaluation
of the targets and the self (Klocke, 2009): Powerholders using hard
tactics devalued the competence and cooperativeness of their targets,
while at the same time enhancing the evaluation of their own. Self
enhancement was also found when influence tactics had been incongruent
to the powerholders’ power base (harsh tactics based on expert power or
soft tactics based on position power). This, probably, was due to its
threat to self adequacy.
References:
Klocke, U. (2004). Folgen von Machtausübung und Einflussnahme
für Wissenszuwachs und Effektivität in Kleingruppen. Berlin:
Dissertation.de.
Klocke, U. (2009). 'I am the best': Effects of influence tactics and
power bases on powerholders' self evaluation and target evaluation.
Group Processes & Intergroup Relations, 12, 619-637.
Scholl, W. (1996). Effective teamwork - A theoretical model and a test
in the field. In E. Witte & J. Davis (Eds.), Understanding group
behavior. Small group processes and interpersonal relations. Vol.
2. (pp. 127-146). Hillsdale, NJ: Erlbaum.