Which influence tactic entails flattering or praising someone to put them in a good mood or to make them more likely to want to help?

Find out in this quiz!

Developing a better understanding of your management and communication style is essential in today’s workplace. Take this Influence Tactics Assessment to gain insight into the way you influence others.

Instructions: The questions below ask about the way in which you influence others. Read each statement carefully and indicate the degree to which you agree or disagree that this is an influence tactic that you regularly use when trying to influence others.

1. I try to persuade others by using reason, logic and facts……………1 2 3 4 5
2. I try to build enthusiasm for my ideas and suggestions by appealing to others’ emotions, ideals, or values…………………….1 2 3 4 5
3. I try to gain support for my ideas and suggestions by involving others in planning, making decisions, and implementing changes………………………………………………1 2 3 4 5
4. I like to compliment people or use flattery or humor before making a request……………………………………………..1 2 3 4 5
5. I ask people to go along with me based on friendship and loyalty……………………………………………………….…..1 2 3 4 5
6. I attempt to persuade others either by telling or suggesting I’ll do something for them in return………………………1 2 3 4 5
7. I try to get multiple people to support my ideas and ask them to convince others……………………………………1 2 3 4 5
8. I confront people and demand they comply with my preferred course of action……………………………………………1 2 3 4 5
9. I use my position (e.g., as a manager or supervisor), policy, and/or the support from other senior members to persuade others to follow my wishes……………………………..1 2 3 4 5

Understanding Your Scores

• If your score is 20 or less, this might indicate you have low use of influence tactics.
• If your score is between 21 and 33, this might indicate you have moderate use of influence tactics.
• If your score is 34 or above, this might indicate you have a high use of influence tactics.

Interpreting the Result

The nine types of influence tactics are each assessed with a single item. The overall score tells you about your general use of influence tactics. In addition, you can rank order your responses to all nine items. Which influence tactic, or tactics, received your highest score? Which is second highest? Which is lowest?

• Each of the influence tactics is defined here.
• Rational persuasion — Use of reason, logic, or facts.
• Inspiration — Appeal to people’s emotions, ideals, or values. · Consultation — Getting others to participate in planning and making decisions.
• Ingratiation — Use of praise, flattery, or humor.
• Personal appeals — Use of friendship and loyalty to convince others of a course of action.
• Exchange — Trading favors.
• Coalition — Using other people to help you make your appeal.
• Pressure — Demanding compliance or using intimidation or threats.
• Legitimating tactics — Making reference to a higher level manager or authority, or depending on your personal authority position.

Action Steps

1. The textbook contains much useful guidance for the most appropriate use of influence tactics. Some of the more important guidance is reviewed here.
2. Rationality is one of the more commonly used influence tactics. Indirect evidence suggests rationality, as a form of influence, is positively associated with two dimensions of leader effectiveness — follower performance and satisfaction.
3. Core influence tactics are those which are both effective and positive. They are rational persuasion (item 1), and inspirational appeals (item 2), and consultation (item 3). These tactics tend to build commitment.
4. Some employees are more likely to accept change when managers use consultative tactics. That is, employees often want to be involved in the process of making decisions, rather than being told what should be done, even if the decision is the same in the end.
5. Ingratiation (item 6), or schmoozing, tactics tend to only be effective in the short term.
6. Research shows effective influence tactics can be learned. If you want to be better at influencing others, then you can get better through learning and practicing. The textbook is a great place to start. In addition, look for online and book resources that teach effective influence techniques. For example, Robert Cialdini’s 2009 book titled, appropriately enough, “Influence: The Psychology of Persuasion,” contains well-researched and supported techniques for influencing other people.
7. No matter what influence tactics are used, there are certain personal characteristics which can help you to influence others. These include having a sincere belief in the position you are advocating, being credible and trustworthy, exhibiting empathy for others, having strong communication skills, and being open-minded.
8. Finally, you should pay particular attention to the principles of persuasion summarized in the textbook. These principles are supported by considerable research. You will be able to influence others more effectively to the extent you know, practice, and use these six principles.

Survey Caveat

Remember your score on this self-assessment, while useful for self-understanding, should not be over-interpreted. First, every person is complex and it is impossible to fully capture your uniqueness in a short self-assessment. Second, you may well find your preference for certain influence tactics may change over time, or you may come to understand what your perspective actually is only later in life. Third, these influence tactics can be learned. Your score on this self-assessment can be altered as you work on these skills.

Source: Survey created by Ken Carson and Angelo Kinicki (2017).

These surveys and feedback are part of a McGraw-Hill textbook by Angelo Kinicki and Brian Williams. “Management: A Practical Introduction 8e,” McGraw-Hill Education, New York, NY, 2018.

Copyright © 2018 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous edition © 2016. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.