The Structure of Leader Influence

Abstract

This is an exploratory study examining the structure of leader influence among Australian, English, Japanese, and Taiwanese managers. The findings from these cultures are compared to a previous study of managers in the United States. This study demonstrates the utility of examining the factor structure of survey instruments rather than relying only on scale reliability scores in cross-cultural research. The leader influence strategies of Reason, Bargaining, Higher Authority, Sanctions, Friendliness, Assertiveness, and Coalition were found in each country and collectively accounted for at least half of the variance in leader influence with subordinates. However, the specific tactics defining these leader influence strategies were not uniform across cultures.