The ability to influence and persuade others at work has become an increasingly important managerial skill to achieve work goals and objectives to drive businesses forward in today’s demanding and competitive work environments.This paper investigates and provides a deeper understanding of what positive effects knowledge and application of the concepts of influencing amd persuasion can have on managers, the people they manage and the organisations they work for. The results show that the performance of managers is positively influenced by how they influence and persuade people at work. The outcome of a literature review suggests that there is no conclusive evidence of what makes an effective manager at work that is good at influencing and persuading others. Outputs from face to face and a focus group meeting with final year social psychology students from the Universidad de Oriene in Santiago de Cuba closed this gap by suggesting an effective influencing and persuasion skills set that, when applied appropriately, could guide managers how to influence and persuade others successfully.The outcome of this research is applicable and relevant to managers in any working environment such as Telecommuncations, Utilities, Banking or Automotive. The proposed skills set of what makes an effective influencing and persuading manager at work can be applied globally although the prevailing cultural diversities in different countries should be considered.
Keywords: Influencing, persuading, attitudes, work performance, managing people
Authors:
1,2Eddie Fisher and Yorkys Santana Gonzalez1
1Faculty of Social Sciences, Universidad de Oriente, Santiago de Cuba, Cuba
2Univerzita Palackeho, Olomouc, Czech Republic
Correspondence: Prof Eddie Fisher, 8 Kendal, Swindon, Wiltshire, SN5 8HW, United Kingdom Tel: +44-1793-490423. E-mail: eddie.fisher9@btinternet.com
Table of Contents
1. Introduction
1.1 Introduction
1.2 Literature Review
1.2.1 Influencing and Persuasion
1.3 Knowledge Gap
1.4 Main Research Questions/Hypotheses
2. Research Methodology
2.1 Method
2.2 Data Collection, Interpretation and Triangulation
3. Results
3.1 Face to Face Interviews
3.2 Focus Group Meeting
4. Discussion
5. Conclusions
Research Objectives and Themes
This research aims to identify and provide a deeper understanding of the skills required for managers to effectively influence and persuade team members in modern, competitive work environments, ultimately helping them achieve business goals and higher productivity.
- The impact of manager attitudes and behaviors on team performance.
- Distinctions between influencing and persuading as practical management tools.
- Addressing the knowledge gap regarding effective modern management skill sets.
- The application of empathy, sincerity, and ethical communication in leadership.
- The role of cultural awareness in global management practices.
Excerpt from the Book
1.2.1 Influencing and Persuasion
According to Gardner (2006), the phenomenon of changing minds is one of the least examined and perhaps least understood of familiar human experiences. Gardner suggests that that some aspects of mind changing are likely to remain an art of the foreseeable future. Minds are hard to change. And yet so many aspects of, for example, working lives are oriented towards doing just that-convincing a team member to approach a task in a new way or for a leader to eradicate one of their own prejudices. Leaders almost by definition are people who change minds. Gardner defines changing minds as a situation ‘where individuals or groups abandon the way in which they have customarily thought about an issue of importance and henceforth conceive of it in a new way. Gardner quotes Koch (1998) who suggests that the approach developed by the Italian economist and sociologist Vilifredo Pareto should be applied to become more effective and efficient. He questions the need to spend equal time, for example, on all work activities. The 80/20 principle is best described as a concept. Human beings think in concepts. The 80/20 principle may seem at first abstract or elusive but soon becomes familiar and comfortable.To achieve, for example, the timely delivery of some programming work, one should put one’s efforts where the greatest achievements can be delivered.
Summary of Chapters
1. Introduction: Outlines the shift in managerial roles towards driving business growth and highlights the necessity for new influence-based skill sets in challenging environments.
2. Research Methodology: Describes the constructivist interpretivist approach, utilizing interviews and focus groups with psychology students to gather practical insights.
3. Results: Presents the findings from face-to-face interviews and focus group meetings, detailing how participants define influence and identify key managerial problems.
4. Discussion: Synthesizes the research findings, emphasizing that genuine, authentic influencing strategies lead to higher team productivity and organizational success.
5. Conclusions: Confirms that effective influencing and persuasion are critical, evidence-based skills that improve leadership and performance when applied for the right intentions.
Keywords
Influencing, persuading, attitudes, work performance, managing people, leadership, communication, empathy, sincerity, productivity, organizational change, management skills, persuasion techniques, team management, behavioral change.
Frequently Asked Questions
What is the primary focus of this research?
The research investigates how managers can effectively use the concepts of influencing and persuasion to manage teams and drive business success in demanding, modern work environments.
What are the core thematic areas?
The core themes include the relationship between managerial attitude and team productivity, the mechanics of mind-changing, the importance of empathy and sincerity, and the development of modern management skills.
What is the central research question?
The research asks what existing and new influencing skills have developed over time that are appropriate for managers to adopt in order to become more effective in today's working environments.
Which methodology was employed for this study?
The authors applied a constructivist interpretivist approach within a phenomenological paradigm, utilizing qualitative data from semi-structured interviews and a focus group with final-year social psychology students.
What is covered in the main body of the work?
The main body covers a literature review of classic and contemporary concepts, research methodology, the presentation of interview and focus group results, and a discussion on how these findings address the defined research hypotheses.
Which keywords characterize this paper?
Key terms include Influencing, persuading, attitudes, work performance, managing people, communication, leadership, and empathy.
How does the research differentiate between influence and persuasion?
The paper suggests that persuasion is often for immediate application, whereas influencing is more concerned with long-term, lasting outcomes.
What role does the '80/20 principle' play in this context?
The 80/20 principle, referenced via Koch (1998), is used to illustrate that effective management often involves focusing efforts where they can yield the greatest achievements rather than spending equal time on all activities.
Why is 'ethical influence' a significant concern?
The study highlights that influence can be misused for manipulation or unethical purposes; therefore, it emphasizes that authentic, genuine concern for others is crucial for long-term effectiveness.
What is the significance of the "Johari Window" in this study?
The Johari Window is mentioned as a tool to help managers better understand themselves and their team members, facilitating the transition from unconscious incompetence to unconscious competence.
- Quote paper
- Prof Dr Eddie Fisher (Author), Yorkys Santana Gonzalez (Author), 2013, The Art of Influencing and Persuasion: How Managers Can Put ‘Square Pegs’ into ‘Round Holes’, Munich, GRIN Verlag, https://www.grin.com/document/232190
