Author: Rao, A; Hashimoto, K; Rao, A
Abstract: International research on managerial influence has primarily been conducted using constructs and measures developed in the United States. In so doing, researchers exclude information on managerial influence tactics that are unique to other cultures, providing a limited view of influence by managers around the world. In this study we use factor analysis and content analysis to identify culturally specific aspects of managerial influence, and extend the applicability of a popular North American measure of managerial influence (POIS) to Japanese managers. We find that Japanese managers use some influence tactics and strategies previously reported by North American managers, such as assertiveness, sanctions, and appeals to higher authority. Yet, they also use other strategies and tactics that can be misinterpreted in cross-cultural situations because they are unique to Japanese managers, such as socializing or personal-development.
Source: LEADERSHIP QUARTERLY
Publication Year: 1997
Volume: 8
Issue nr: 3
Pages: 295 - 312