| Abstract [eng] |
The relationship between manager‘s Big Five personality traits and their power bases and influence tactics was investigated, also taking into consideration demographic variables and other characteristics of managers and their subordinates. In that way an attempt to go deeper into mechanisms of power and influence was made – these are very important in organizational practice, especially because they may determine leadership effectiveness. The participants were 46 managers and 246 subordinates who evaluated their manager‘s power and influence. All of them filled in questionnaires. The results showed that power bases and influence tactics are interrelated constructs. Most frequently used were rational influence tactics and expert power, however, manager‘s personality characteristics mostly were related to hard influence tactics (those had correlations with conscientiousness and extraversion) and position power (it had correlations with openness to experience and conscientiousness). Rational influence tactics had correlations with emotional stability and openness to experience. The effects of managers‘ gender, status and other characteristics on power and influence use were also discussed. |
