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The purpose of this paper is to develop and validate the Team Influence Relations Scale (TIReS), a new instrument to measure the relation of influence in a team that overcomes a predominating individual approach to influence in teams. The TIReS stems from the concepts of team subjectivity and deinfluentization that perceive influence as a collective phenomenon in a triangular influence model.

In the first study the authors subjected the data, gathered from 280 employees from Polish private sector companies, to the principal axis factoring analysis, yielding 12 best-fitting items loading on two factors (i.e. meaning reduction and space offering). In the second study the authors employed confirmatory factor analyses to test data from 784 workers from private sector organizations in Poland.

The results yielded a six-factor structure for the TIReS (root mean square error of approximation=0.077, comparative fit index=0.93, NNFI=0.91, standardized root mean square residual=0.073) with two sub-dimensions for each influence source in a team (i.e. the individual, the leader, the team as a whole). The results provide evidence for the internal consistency reliability of the TIReS (Cronbach’s α ranging from 0.87 to 0.93 for TIReS factors) and its satisfactory criterion-related validity.

The TIReS addresses a gap in currently available questionnaires to measure the relation of influence in teams considering three sources of influence in a team. The importance of team influence relations measurement is discussed.

According to the situational theories of leadership managers should adapt their influence tactics to situational demands but there is still a constant problem with managerial influence because managers using influence (whether “hard” or “soft”) mostly “cling” to it. The paper examines how managers regulate their influences with the help of deinfluentization (DEI) – the ability to consciously withdraw one's influence and self‐monitoring (S‐M) – the ability to regulate one's image in the presence of others and to compare women's and men's managerial abilities.

Research work was conducted in one of the largest electro‐energy organization's /N=169 managers/ as a part of regular annual managers' appraisal procedure. A S‐M scale was used, scale of managers's influence and DEI scales that the author had constructed.

Analysis revealed different patterns of DEI and S‐M connected with high and low appraisal. High DEI and high self‐monitors were perceived as the most effective managers no matter what kind of influence they used. Women managers made up half of this group.

Developing “clinging to influence” managerial behaviour brings too much stress and pressure for both women and men managers. Managers should enrich their knowledge about influence regulation tactics as DEI and S‐M. Women managers should not only give up their femininity but also enrich their managerial role with DEI behaviour and make it part of their own strengths.

The paper supports the theoretical work on S‐M and aids in understanding how the human capital in an organization can be used better.

To introduce the special issue.

A brief description of the Gender and Management track at the European Academy of Management Conference and an outline of the papers in the issue.

The track examined various issues and the papers chosen from the track for the special issue are closest to the central concerns of the journal.

Provides a summary of the perspectives considered.