| Addressing Politics in Matrix Teams |
| | Witt, Lawrence Alan | U. of New Orleans | lwitt@uno.edu | (504-280-6960 |
| | Data collected from 172 employees of a technology unit of a large organization confirmed the first hypothesis that perceptions of
team-level politics would be negatively related to commitment to the work team. Hierarchical moderated multiple regression
analysis was conducted to test the second hypothesis that member-team goal congruence would moderate that relationship,
such that perceptions of politics would be related to commitment primarily among team members who do not share the goal
priorities of the team. In the first step, team commitment scores were regressed on team politics scores, goal congruence
scores, and three control variables -- team turnover rates, the frequency of team meetings, and the number of members in the
team. The politics-goal congruence cross-product term was added at the second step, adding significant variance. The plot of
the interaction revealed that perceptions of politics were more strongly related to commitment among individuals who did not
share the priorities of their team members than among those whose goal priorities were consistent with those of their
team members. These results suggest team leaders can help their team members cope with politics by making efforts to
ensure that they share goal priorities of the team. |
| | Keywords: organizational politics; matrix teams; commitment |
| Influencing Others' Impressions: The Use of Impression Management Tactics in Combination |
| | Bolino, Mark C. | U. of South Carolina | bolinop8@darla.badm.sc.edu | (803)-777-5966 |
| | Turnley, William H. | Kansas State U. | turnley@ksu.edu | 785-532-4351 |
| | While previous research has examined how specific impression management tactics influence how individuals are perceived by others, researchers have yet to examine the effects associated with using various impression management tactics in combination. This research uses cluster analysis to identify three patterns of impression management use. The study first examines how three individual difference variables -- gender, self-monitoring, and Machiavellianism -- affect the patterns of impression management that are utilized. Next, how the three patterns of impression management influence others' perceptions of the individuals using them is examined. Finally, the implications of the findings for future theoretical and empirical work on impression management are discussed. |
| | Keywords: impression management; individual differences; |
| Individual and Organizational Consequences of CEO Claimed Handicapping: What's Good for the Goose May Not Be Good for the Gander |
| | Siegel, Phyllis Anne | Rutgers U. | siegel@everest.rutgers.edu | (732)-445-3279 |
| | Although extant theory and research on organizational impression management have focused on the verbal accounts proffered by leaders in response to various organizational circumstances (ex post), no attention has been paid to the verbal tactics utilized by leaders in anticipation of significant firm events (ex ante). One tactic that leaders may use in this regard is to engage in claimed handicapping by warning investors of possible factors that may adversely affect future firm performance. Given the paucity of research on the organizational implications of this phenomenon, three studies (two experiments and one archival study) were conducted to explore the effectiveness of CEO claimed handicapping for both the individual CEO and the organization. Whereas the two focal hypotheses predicted a positive main effect of CEO claimed handicapping on CEO compensation and firm value, the results that consistently emerged across all three studies provided intriguing evidence that "what is good for the goose (the CEO) may not be good for the gander (the firm)." CEO claimed (external) handicapping had a positive effect on the CEO's remuneration (given favorable prior firm performance), but was detrimental to the organization in terms of firm value. Such results yield important implications for the self-handicapping and impression management literatures in the organizational behavior arena. These findings also provide meaningful contributions to research on executive compensation in the strategy domain. Finally, in addition to bridging micro and macro organizational literatures, the informational value of the present research for other academic disciplines is also discussed. |
| | Keywords: Self-Handicapping; CEO Compensation; Impression Management |
| Antecedents and Outcomes of Subordinate Perceptions of Power in Supervisor-Subordinate Relationships: An Integrated Model |
| | Farmer, Steven M. | Wichita State U. | farmers@clarkson.edu | (315)-268-3860 |
| | Aguinis, Herman | U. of Colorado, Denver | Herman.Aguinis@cudenver.edu | (303)-556-5865 |
| | This paper presents a model of power that focuses on subordinate perceptions of supervisor power in the context of the supervisor-subordinate relationship. We offer a model that focuses on the antecedents of perceived power, on understanding how subordinate perceptions of supervisor power are formed, on the outcomes of those perceptions, and on the processes by which they change over time. In terms of our model, individuals observe and make inferences concerning various supervisor structural, personal, and behavioral antecedent factors such as network position, cognitive complexity, and influence behaviors. Drawing on research in social cognition, we show how recognition-based categorization processes and inferentially-based attributional processes result in judgments of power based on these input factors. The model also describes a set of boundary or moderating conditions when each type of processing may occur. Concerning the link between perceived power and outcomes, previous research has been generally atheoretical and correlational. In response to this problem, we propose that the psychological processes of compliance, identification, and internalization (Kelman, 1958) serve as key mediating processes in this relationship. Finally, the paper discusses how certain factors (organizational structure and characteristics, the focal work group, leader attributes, leader behaviors, and needs, motives, and characteristics of the follower) may promote change or stability in perceived social power over time are discussed. Nine testable propositions to guide future theoretical and empirical developments are offered. |
| | Keywords: implicit power theories; perceived power; changes in power |
| Relationships Between Interpersonal Power and Followers' Satisfaction: A Leadership Perspective |
| | Percy, Paul Matthew | King College | pmpercy@king.edu | (423) 652-4818 |
| | This paper examines the relationships between French and Raven's model of leaders' power and followers' satisfaction by invoking
Bass' model of transactional and transformational leadership behavior as a mediating variable. I made predictions that the
effects of leaders' reward power and coercive power on followers' extrinsic satisfaction would be mediated by transactional leadership behavior. The effects of
leaders' legitimate power and referent power on followers' intrinsic satisfaction and satisfaction with supervision would be mediated
by charismatic leadership behavior. Finally, that leaders' expert and information power would be mediated by intellectual stimulation
and individualized consideration leadership behavior. Multiple regression results either fully or partially supported the hypothesis
regarding legitimate power, referent power, information power, and expert power, as consistent evidence with a mediation model
was found. However, the multiple regression results failed to support the hypothesis regarding reward and coercive power.
This study also differentiated between two dimensions of interpersonal power not previously measured--information and expert power.
Expert power is defined as a leader's ability to influence behavior by creating feelings of dependence based on followers' need for
information and expertise. Information power is defined as a leader's ability to influence behavior by creating feelings of independence
based on sharing information and expertise with followers.
Finally, tests of Bass's (1985) augmentation theory suggests that transactional leaders appeal to their followers' lower order needs
and transformational leaders appeal to their followers' higher order needs. Implications and directions for future research are briefly
discussed.
|
| | Keywords: Power; Leadership; Satisfaction |