Influence in general:

Defined as the capacity or power of persons or things to be a compelling force on or produce effects on
the actions, behavior, opinions, etc., of others.
Influence is such a powerful skill when it comes to achieving your intent. In an organization various of
influence tactics can be used depending on the context or situation and the more tactics you have at your
disposal, the more likely it is that you will achieve your influence goals. According to research there are nine
commonly used influence tactics, and these are:
1. Rational persuasion
2. Inspirational appeals
3. Consultation
4. Ingratiation
5. Personal appeal
6. Exchange
7. Coalition tactics
8. Pressure
9. Legitimating tactics
Rational Persuasion:
includes using facts, data, and logical arguments to try to convince others that your point of view is the
best alternative. This is the most commonly applied influence tactic. One experiment illustrates the power of
reason. People were lined up at a copy machine and another person, after joining the line asked, “May I go to the
head of the line?” Amazingly, 63% of the people in the line agreed to let the requester jump ahead. When the line
jumper makes a slight change in the request by asking, “May I go to the head of the line because I have copies
to make?” the number of people who agreed jumped to over 90%. The word because was the only difference.
Effective rational persuasion includes the presentation of factual information that is clear and specific, relevant,
and timely.
Inspirational appeals:
seek to tap into our values, emotions, and beliefs to gain support for a request or course of action.
When President John F. Kennedy said, “Ask not what your country can do for you, ask what you can do for your
country,” he appealed to the higher selves of an entire nation. Effective inspirational appeals are authentic,
personal, big-thinking, and enthusiastic.
Consultation:
refers to the influence agent’s asking others for help in directly influencing or planning to influence
another person or group. Consultation is most effective in organizations and cultures that value democratic
decision making.
Ingratiation:
refers to different forms of making others feel good about themselves. Ingratiation includes any form of
flattery done either before or during the influence attempt.
Personal appeal:
refers to helping another person because you like them and they asked for your help. We enjoy saying
yes to people we know and like. Personal appeals are most effective with people who know and like you.
Exchange:
refers to give-and-take in which someone does something for you, and you do something for them in
return. The rule of reciprocation says that “we should try to repay, in kind, what another person has provided us”
(Cialdini, 2000).
Coalition tactics:
refer to a group of individuals working together toward a common goal to influence others. Common
examples of coalitions within organizations are unions that may threaten to strike if their demands are not met.
Coalitions also take advantage of peer pressure. The influencer tries to build a case by bringing in the unseen as
allies to convince someone to think, feel, or do something.
Pressure:
refers to exerting undue influence on someone to do what you want or else something undesirable will
occur. This often includes threats and frequent interactions until the target agrees.
Legitimating tactics:
occur when the appeal is based on legitimate or position power. “By the power vested in me…”: This
tactic relies upon compliance with rules, laws, and regulations. It is not intended to motivate people but to align
them behind a direction. Obedience to authority is filled with both positive and negative images. Position, title,
knowledge, experience, and demeanor grant authority, and it is easy to see how it can be abused.
Direction of Influence:
The type of influence tactic used tends to vary based on the target. For example, you would probably
use different influence tactics with your boss than you would with a peer or with employees working under you.
These directions are:
1. Upward Influence
2. Downward Influence
3. Peer Influence
Upward Influence:
as its name implies, is the ability to influence your boss and others in positions higher than yours.
Upward influence may include appealing to a higher authority or citing the firm’s goals as an overarching reason
for others to follow your cause. Upward influence can also take the form of an alliance with a higher status
person
Downward Influence:
is the ability to influence employees lower than you. This is best achieved through an inspiring vision. By
articulating a clear vision, you help people see the end goal and move toward it. You often don’t need to specify
exactly what needs to be done to get there—people will be able to figure it out on their own. An inspiring vision
builds buy-in and gets people moving in the same direction.
Peer Influence:
Peer influence occurs all the time. But, to be effective within organizations, peers need to be willing to
influence each other without being destructively competitive (Cohen & Bradford, 2002). There are times to
support each other and times to challenge—the end goal is to create better decisions and results for the
organization and to hold each other accountable. Executives spend a great deal of their time working to influence
other executives to support their initiatives.