Deinfluentization and self‐monitoring as influence regulation tactics of Polish women and men managers
Bibliographic Data
| ID | 19448252 |
|---|---|
| Authors | Barbara Kożusznik (0000-0002-0574-8742, Institute of Psychology, corresponding author) |
| Editors | Adelina Broadbridge (0000-0001-8142-1568) |
| Year | 2006 |
| Volume | 21 |
| Issue | 2 |
| Pages | 131-142 |
| Publication date | 2006-02-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Women in Management Review (JOURNAL) |
| Journal identifiers | ISSN: 0964-9425 • E-ISSN: 1758-7182 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/09649420610650701 |
| OpenAlex | W2006724013 |
| Language | EN |
| References cited | 34 |
Purpose According to the situational theories of leadership managers should adapt their influence tactics to situational demands but there is still a constant problem with managerial influence because managers using influence (whether “hard” or “soft”) mostly “cling” to it. The paper examines how managers regulate their influences with the help of deinfluentization (DEI) – the ability to consciously withdraw one's influence and self‐monitoring (S‐M) – the ability to regulate one's image in the presence of others and to compare women's and men's managerial abilities. Design/methodology/approach Research work was conducted in one of the largest electro‐energy organization's / N =169 managers/ as a part of regular annual managers' appraisal procedure. A S‐M scale was used, scale of managers's influence and DEI scales that the author had constructed. Findings Analysis revealed different patterns of DEI and S‐M connected with high and low appraisal. High DEI and high self‐monitors were perceived as the most effective managers no matter what kind of influence they used. Women managers made up half of this group. Practical implications Developing “clinging to influence” managerial behaviour brings too much stress and pressure for both women and men managers. Managers should enrich their knowledge about influence regulation tactics as DEI and S‐M. Women managers should not only give up their femininity but also enrich their managerial role with DEI behaviour and make it part of their own strengths. Originality/value The paper supports the theoretical work on S‐M and aids in understanding how the human capital in an organization can be used better
Business · Economics · Femininity · Management · Originality · Performance appraisal · Political science · Public relations · Situational ethics · Computer Science · Engineering · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social and Intergroup Psychology · Social Psychology
A theory of leadership effectiveness
Public appearances, private realities
Men and women of the corporation
Intrinsic Motivation
Influence tactics and objectives in upward, downward, and lateral influence attempts.
Positive psychology
Employee Gender, Gender Similarity, and Supervisor-Subordinate Cross-Evaluations
Gender Stereotypes and Attitudes Toward Women and Men
Ways Women Lead
Positive psychology
Women, Leadership, and Empowerment
Instrumental and Expressive Traits, Trait Stereotypes, and Sexist Attitudes
The Leadership Styles of Women and Men
A Global Look at Psychological Barriers to Women's Progress in Management
On the nature of self-monitoring
Thinking about ourselves and others
Distancing after group success and failure
Prescriptive Gender Stereotypes and Backlash Toward Agentic Women
Self-monitoring of expressive behavior
Gender and power in organizations
| Highly cited | No |
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