Interpersonal Influence:

Why is it important to your success.

Hi there,

Welcome to our latest Management Tips, Tricks, and Reminders, today we delve into Why interpersonal relationships are important to managers?

In any business, managers are not just responsible for processes, tasks, or outcomes — they are also responsible for people. The ability to effectively manage people depends on building strong interpersonal relationships. This actually applies to us all both in and out of work!

Our relationships foster trust, improve communication, and create an environment where individuals feel valued and understood. Strong interpersonal skills enable managers to inspire and influence their teams, navigate conflicts, and promote collaboration, all of which are critical for achieving business goals.

In this edition of our newsletter, we'll explore how we all can effectively navigate and influence interpersonal dynamics, we turn to Interpersonal Influence Theory, which provides a structured framework for examining the interaction between openness and consideration in human behaviour.

We will also share a great read on this subject and an opportunity to help you understand where you and your teams sit in terms of the different types of behaviour.

So, lets get started…

What is Interpersonal Influence Theory?

Interpersonal Influence is based on two axes and is closely tied to the assertive behaviour model. This model suggests that individuals exhibit a mix of behaviours that can be mapped along two dimensions:

Openness (Candour):

Openness refers to an individual’s willingness to share personal thoughts, feelings, experiences, and reactions with others. People vary in their degree of openness:

• Some are very guarded, keeping their thoughts and emotions private.

• Others are moderately open, sharing selectively.

• A few are extremely candid, openly sharing their feelings and thoughts without hesitation.

Consideration:

Consideration reflects an individual’s respect for others—their willingness to grant others the same rights and recognition they accord to themselves. People also differ in their level of consideration:

• Some exhibit little respect for others' opinions and feelings.

• Others show a moderate degree of respect.

• Some go out of their way to protect and uphold the rights of others.

When these two behavioural dimensions — Openness and Consideration — are employed in varying degrees, they combine to form distinct influence styles. These styles, in turn, determine how effectively an individual interacts with and influences others, shaping their ability to lead, resolve conflicts, and build relationships.

 Model of Interpersonal Influence:

Hostile aggressive behaviour – results when an individual employs a high degree of candour yet gives little consideration for the thoughts and feelings of the other party or parties. Aggressive behaviour may be defined as domineering, pushy, self-centred and self- enhancing behaviour. A person who is aggressively hostile in the extreme may be abusive, threatening and authoritarian. His/her nonverbal behaviour may take the form of glaring, finger pointing or angry movements towards the other party.

Manipulative aggressive behaviour – results when a person is neither candid about his/her motives nor considers the other persons rights. A manipulative aggressive finds more subtle ways to convey their reactions and feelings. For example, a manager may exclude an unsatisfactory subordinate from critical meetings as a way of suggesting that s/he should look for another job. Neither the hostile aggressive nor the manipulative aggressive gives others any consideration. The difference between the two is a matter of directness. One is up front and unconcerned with others, the other is subversive and unconcerned with others.

Passive behaviour is inhibited, self-denying and conflict avoiding. The passive individual ignores his/her own needs and feelings to satisfy the needs and feelings of others. As a result, s/he experiences feelings of low self-esteem, frustration and sometimes withdrawal. Anger and other feelings are turned inward. Other people are accorded more rights than s/he accords himself/herself.

Assertive behaviour is both open and respectful of the rights of others. People who exhibit this behaviour are self-revealing, self-respecting, yet able to communicate their thoughts and feelings in a way that do not violate the rights of others.

A deeper understanding of assertive theory and personal change strategies may be worth considering. Asserting yourself, by Sharon, Anthony Bower and Gordon, Bauer, offers an excellent beginning point.

Here is a great read on this subject

Book: Asserting yourself  by Sharon, Anthony Bower and Gordon, Bauer.

But if you want to understand what your preferred influencing style is whether you are Assertive, Passive, Manipulative aggressive or Hostile aggressive or somewhere in between, understanding your influencing style can help you influence and inspire the people around you to resolve conflicts, and drive success. Knowing how you balance candour with respect can unlock your full leadership potential.

So, what’s your influencing style?

More Than One Answer has a learning instrument [a simple questionnaire] that has been designed to help you assess the way you choose to influence others. When used in the spirit in which it is intended, the questionnaire will provide you with useful information and enlightenment.

Download the questionnaire and discover what your preferred style is and how you compare to the ‘average’ leaders and managers.

Then you can use the principles of Interpersonal Influence Theory to transform your approach to influencing those around you.

Until next time, may your leadership be grounded in clear behaviour, your goals clear, and your success unparalleled!

Join the waiting list now and stay tuned for our next instalment, delivered direct to your mailbox.

If you would like more information , please get in touch.

Remember, there is always…

More Than One Answer

Good Hunting