The relationship between personality and influence tactics used to influence subordinates among managers in Kota Kinabalu

• 第一著者: Humphrey John Suana
• フォーマット: 学位論文
• 言語: 英語; 英語
• 出版事項: 2006
• 主題: HF5548.7-5548.85 Industrial psychology
• オンライン･アクセス: https://eprints.ums.edu.my/id/eprint/44385/1/24%20PAGES..pdf; https://eprints.ums.edu.my/id/eprint/44385/4/FULLTEXT.1.pdf

The aim of this study was to examine the relationship between personality of managers in Kata Kinabalu and their choices of influence tactics. Basically there are three related issues being investigated in this study. First, what are the influence tactics that being favoured by the managers? Second, does personality affect the choice of their influence tactics? And finally, is there any evidence that demographical variables have significantly affecting personalities and choices of influence tactics? This study provides some knowledge and skills that Managers in Kota Kinabalu or Malaysia need to acquire in order to seek compliance from their subordinates. Besides that, the findings and information gathered in this study could provide some guidelines in the process of selecting good managers that would be more objective and effective. And for individual managers, this study could provide them with an idea for developing their own influence tactic strategies. On the other hand, it also serve as guidelines for subordinates in dealing with their superiors better. The study used Steers and Braunstein (1976) personality underlying needs questionnaire and influence tactics questionnaire developed by Schriesheim and Hinkin (1990). A sample size of 114 managers in public and private sector participated in the study. T-test, one-way ANOVA, multiple-regression, and Friedman test methods were administered to test the 5 hypotheses. The study revealed that male managers have higher need for achievement than females but female managers have higher need in affiliation. It also found out that married managers have higher need for achievement than single managers, but on the other hand, they have lower need in affiliation compared to their single counterparts. It also discovered that the older and the longer the managers' work experience, the higher they need for achievement. Toe younger managers on the other hand have higher need in affiliation. As for job level, the senior managers tend to show higher need in achievement than the junior managers but junior managers have higher need for affiliation. As for influence tactics, it was found out that male managers have higher tendency to use exchange, coalition, and personal appeal tactics than the female managers. On the other hand, the older and married managers tend to use legitimating, pressure, and personal appeal tactics more frequently than the younger and single managers. It also showed that consultation and coalition tactics are used frequently by managers in public sector than in private sector. In terms of race, the study showed that the Bajau managers have the highest tendency of using rational persuasion, inspirational appeals, and consultation tactics compared to other races. Whereas, the Chinese managers use coalition tactics the most compared to other races and the Kadazandusun managers used ingratiation tactics the most. This study also signified that there is a positive relationship between personality traits of managers and the choice of influence tactics. As for the most preferred and frequently used influence tactics by managers in Kota Kinabalu are first is rational persuasion, second is inspirational appeals, third is consultation tactics, and forth is coalition tactics. This result signified that the fifth hypothesis is not substantiated. As a conclusion, the overall results of this study indicated that personality and demographic factors of managers do have affect to their choices of influence tactics.