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| Impression (image) management |
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Definition
| create or enhance your credibility and congeniality in the eyes of other people |
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| gain and apply various forms of power, to influence decisions in favour of your interests |
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create conditions in which you're more likely to get what you want: rapport, trust etc. |
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| influencing tactics (Yukl & Falbe) |
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rational persuasion inspirational appeal consultation ingratiation exchange personal appeal coalition legitimating pressure |
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| logical argument and evidence, designed to demonstrate credibly that the request or plan is desirable and feasible |
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| appeal to the influencee's ideals, values, aspirations, and / or statements of encouragement / belief > confidence / enthusiasm. |
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| asking influncees to participate in planning, or demonstrating willingnessto take their ideas / concerns into account. often used where input would enhance a decision, or acceptance would enhance its implementation. |
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| getting the influencee to think well of you, or to be in a cooperative frame of mind, before a request is made. |
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| offering reciprocal exchange of favours or promising a share of the benefits or added value accruing from the plan |
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| appealling to personal friendship and loyalty |
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| seeking help of others to persuade influencee, or using the fact of their support as a reason for the influencee to agree as well |
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| establishing the legitimacy of a request by demonstrating one's right to make it: eg based on positional authority, compliance with rules, policies or practices etc. |
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| threatening sanctions, or using assertiveness bordering on aggression, to demand compliance or wear down resistance |
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raising of intensity of response to situation
(level of adversarialism; intensity or pressures applied; move from pull to push; appeal to higher authority) |
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shows you're serious; wears down resistance; minimises frivolous objections |
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| potential for hardened resistance, resentment, reciprocal obligations etc |
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nature of relationship
leader's power / resources to make tactic work
likely response (v goals)
potential costs of the tactic (reciprocal obligations, loss of credibility etc)
ethicality of the tactic and its consequences for others
acceptability of the tactic within the culture |
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