Perceived effectiveness of influence tactics in the united states and china

By P. Fu, G. Yukl. 2000

229 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/51363da7336398a169cdad26b9d30ee45b9147e5

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Today's state‐owned enterprises of China: are they dying dinosaurs or dynamic dynamos? (2006, background): “Generally, a value in the 0.6 to 0.7 range is considered adequate to conclude internal consistency (Fu and Yukl, 2000; Nunnally, 1967).”
Scale Development and Construct Clarification of Servant Leadership (2006, background): “Ping and Yukl (2000) tested perceived effectiveness of influence tactics and found rational persuasion to be among the most effective in American cultures.”
Impact of Ethical Leadership and Leader–Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue (2011, background): “In addition, previous researchers have successfully manipulated supervisor‐subordinate relationships through vignettes (e.g., Ansari and Kapoor 1987; Ansari et al. 1987; Fu and Yukl 2000 ).”
A Cross-Cultural Examination of the Endorsement of Ethical Leadership (2006, background): “In these cultures, people tend to prefer leaders that communicate their vision in a non-aggressive manner (Fu and Yukl, 2000), and thus they are less likely to view arousing followers’ motives or building confidence as important leader attributes.”
Societal-Level Versus Individual-Level Predictions of Ethical Behavior: A 48-Society Study of Collectivism and Individualism (2013, methodology): “The number of societies with scale reliabilities below the .60 cutoff level used in previous cross-cultural research (e.g., Fu and Yukl 2000; Parboteeah et al. 2009) was six for pro-organizational, one for self-serving, and two for maliciously intended.”
Acceptability of workplace bullying: A comparative study on six continents (2013, background): “Fu and Yukl (2000) report that managers in future oriented China prefer relationship-oriented influence tactics such as gift giving and personal appeals in contrast to the short-term oriented tactics that Americanmanagers sometimes employ.”
The Relational Nature of Leadership Identity Construction: How and When It Influences Perceived Leadership and Decision-Making (2015, background): “Observers may be more attuned to and influenced by subtle leadership behaviors in certain cultures (e.g., collectivistic, highcontext cultures; Fu & Yukl, 2000), industries (e.g., those emphasizing communication), or organizational structures (e.g., flatter structures; Greenbaum, Holden, & Spataro,…”
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach (2004, methodology): “In support of this notion, Fu and Yukl (2000) found that, in futureoriented China, managers preferred relationshiporiented tactics such as giving gifts and personal appeals, whereas managers in the short-termoriented US preferred persuasive tactics such as rational persuasion and consultation.”
Subordinates' Resistance and Managers' Evaluations of Subordinates' Performance (2006, methodology): “Fu and Yukl (2000) measured influence effectiveness using a scale in which high scores were associated with getting the “target person … to do what the agent wants” (p. 258).”