Motivational underpinnings of social influence in work settings: Bases of social power and the need for cognitive closure
Article first published online: 20 JUL 2011
Copyright © 2011 John Wiley & Sons, Ltd.
European Journal of Social Psychology
Volume 42, Issue 1, pages 41–52, February 2012
How to Cite
Pierro, A., Kruglanski, A. W. and Raven, B. H. (2012), Motivational underpinnings of social influence in work settings: Bases of social power and the need for cognitive closure. Eur. J. Soc. Psychol., 42: 41–52. doi: 10.1002/ejsp.836
- Issue published online: 20 JAN 2012
- Article first published online: 20 JUL 2011
- Manuscript Accepted: 5 JUN 2011
- Manuscript Revised: 22 MAY 2011
- Manuscript Received: 17 AUG 2010
This research explored the notion that the use and efficacy of influence tactics launched from different social power bases depends on influence agents' and recipients' need for cognitive closure. In three separate studies conducted in diverse organizational contexts, it was found that, while overall participants exhibited a preference for soft over hard social influence tactics, this preference becomes less pronounced for supervisors high (versus low) on need for closure and becomes more pronounced for supervisors low on the need for closure. Overall, soft tactics were more beneficial for subordinates' performance than hard tactics; however, the benefits of soft tactics decreased as a function of subordinates' need for closure. Finally, organizational outcomes were improved when recipients who were high (versus low) on the need for closure were exposed to “hard” power tactics and those low (versus high) in the need for closure were exposed to “soft” tactics. Copyright © 2011 John Wiley & Sons, Ltd.