Influence tactics and work outcomes: a meta‐analysis

By C. A. Higgins, T. Judge, Gerald R. Ferris. 2003

585 citations recorded by the source corpus.

Subfields: Applied Psychology, Developmental and Educational Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0a0b8d827780ceddcdb262b1ec8d0212a517a72c

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In Applied Psychology

In Developmental and Educational Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Exploring Boundaries of the Effects of Applicant Impression Management Tactics in Job Interviews (2005, background): “In a meta-analysis, Higgins, Judge, and Ferris (2003) compared the relative effectiveness of influence tactics in different HR contexts and showed that individuals’ uses of self-promotion tactics were less effective in the context of performance appraisals than in selection interviews.”
Toward a Unified Science of Hierarchy: Dominance and Prestige are Two Fundamental Pathways to Human Social Rank (2014, background): “…approach and frequently resisted by subordinates (e.g., Falbe and Yukl 1992; Kipnis and Schmidt 1988; Yukl and Tracey 1992), but it can also bear counterproductive effects on workplace performance and subordinate commitment (e.g., Falbe and Yukl 1992; Higgins et al. 2003; Yukl et al. 1996).”
Are You Willing and Able? Roles of Motivation, Power, and Politics in Career Growth (2010, background): “It is obvious that not all political behaviors are equally effective in obtaining desired outcomes (Higgins et al., 2003).”
The employment interview: A review of current studies and directions for future research (2009, background): “" Higgins et al. (2003) also noted little agreement on labels used to denote influence tactics.”
Motives for Organizational Citizenship Behavior: Personality Correlates and Coworker Ratings of OCB (2012, result): “This finding adds to the growing body of literature indicating the potential influence of IM (e.g., Barrick et al., 2009; Bolino et al., 2006; Higgins et al., 2003).”
A Relational Model of Perceived Overqualification: The Moderating Role of Interpersonal Influence on Social Acceptance (2016, unknown): “To understand when perceived overqualification leads to positive or negative relational consequences, we follow social influence theories (Ferris, Treadway, Perrewé, Brouer, Douglas, & Lux, 2007; Higgins et al., 2003; Levy et al., 1998) and propose that employees’ interpersonal influence is key to u”