THE USE AND EFFECTIVENESS OF INFLUENCE TACTICS IN HOSPITAL MANAGER-PHYSICIAN RELATIONSHIPS (NURSING ADMINISTRATION).
Contributors: New Mexico State University.
Published: 1996
Number of pages: 271
Subjects: Business Administration, Management.; Health Sciences, Health Care Management.; Psychology, Industrial.; Health Sciences, Nursing.
Description: This dissertation investigated the influence tactics used by hospital managers to influence physicians. Hypotheses were derived from Yukl's (1994) theoretical framework linking influence tactics, influence outcomes, and agent power. Twenty-seven hypotheses were tested concerning the frequency of use of nine influence tactics, the relationship between these tactics and three influence outcomes (commitment, compliance, and resistance), and the moderating effect of one type of agent power (expertise) on these relationships.

Members of 125 physician-manager dyads in a medium-sized hospital completed parallel questionnaires with scales measuring nine influence tactics, three influence outcomes, and perceived clinical expertise (expert power). All managers were health professionals in various clinical disciplines, predominantly nursing. Physicians (influence targets) described managers' influence behavior, their responses to the managers' influence attempts, and their perceptions of the managers' clinical expertise. Managers provided self-reports on the same variables.

The pattern of influence tactic use for hospital managers was very similar to that found in past research for managers in other organizational settings, with Rational Persuasion the most frequently used tactic. Legitimating tactics were used more frequently in this highly regulated setting than in previously studied organizations. All nine influence tactics were significantly correlated with physicians' commitment, although Rational Persuasion, Consultation, and Inspirational Appeal appeared to be the most effective. Legitimating, Coalition, and Pressure tactics were more highly correlated than other tactics with physicians' resistance.

Perceived clinical expertise was found to be a significant moderator of 11 relationships between specific influence tactics and the three influence outcomes. The use of Rational Persuasion, Consultation, and Inspirational Appeal by clinically "expert" managers was associated with higher levels of physicians' commitment than when the same tactics were used by "non-expert" managers. The use of harder tactics (Legitimating, Coalition, and Pressure) was less likely to be associated with physicians' resistance when used by "expert" managers.

These findings provide support for several linkages in Yukl's model of power and influence. This theoretical framework and the results of past research on influence tactics appear to be applicable to health care settings, with implications for management practice and training/development.
Notes: Source: Dissertation Abstracts International, Volume: 57-11, Section: A, page: 4820.

Thesis (PH.D.)--NEW MEXICO STATE UNIVERSITY, 1996.

School code: 0143.