Personality and Social Influence Strategies in the Workplace

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Abstract
Two studies were conducted to examine the relation between personality and the use of social influence strategies in the workplace. In Study 1, MBA students reported how often they used various influence tactics with their peers at work. They also completed measures of the Big Five personality dimensions, desire for control, and self-monitoring. Canonical correlation analyses found several significant relations between the reported use of influence strategies and personality. High scores on extra-version, self-monitoring, and desire for control predicted more and more varied use of influence strategies. In Study 2, coworkers of the Study 1 participants indicated the extent to which they believed the student used each of the influence strategies and how effective they believed that person was at influencing them. The use of rational persuasion and efforts to involve the other person were related to perceived effectiveness, whereas relying on others to influence a coworker was seen as ineffective.

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