1. WHEN EXECUTIVES INFLUENCE PEERS: DOES FUNCTION MATTER?
- Author
-
Enns, Harvey G. and McFarlin, Dean B.
- Subjects
EXECUTIVES' attitudes ,EMPLOYEE attitudes ,EXECUTIVE ability (Management) ,ATTITUDE (Psychology) ,CORPORATE culture ,INFLUENCE ,PERSONNEL management ,MANAGEMENT science research ,PEER pressure ,IMPRESSION management - Abstract
Executives often spend considerable time and energy trying to influence peers to support new initiatives (e.g., Conger, 1998; Enns, Huff, & Golden, 2001). That said, we know relatively little about how executives actually influence their peers. Using a sample of 132 executives, the present study found that finance executives differed the most from other executives in terms of the influence tactics and contexts used when influencing peers. Human resource executives also differed considerably from their counterparts in operations regarding influence tactics and contexts. Possible explanations, directions for future research, and implications for management are discussed. [ABSTRACT FROM AUTHOR]
- Published
- 2003
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