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Influencing and negotiating skills: some research and reflections – Part I: influencing strategies and styles

Tony Manning (Tony Manning is an Independent Management Training and Development Consultant, based in Selkirk, Scotland.)
Bob Robertson (Bob Robertson is an Independent Management Education and Training Consultant, based in Melrose, Scotland.)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 1 February 2003

5287

Abstract

Examines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see negotiation as one type of influencing. The article is in two parts. This first part concentrates on influencing. It looks at the six strategies that people at work actually use in their attempts to influence others. These strategies are used in combination and this makes it possible to identify four types of influencer or styles of influence. It is stressed that styles of influence are context specific. The findings raise questions about training in these areas and have implications for how this is undertaken. They also raise questions about what constitutes managerial effectiveness in these areas.

Keywords

Citation

Manning, T. and Robertson, B. (2003), "Influencing and negotiating skills: some research and reflections – Part I: influencing strategies and styles", Industrial and Commercial Training, Vol. 35 No. 1, pp. 11-15. https://doi.org/10.1108/00197850310458180

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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