McFarland Lynn A, Ryan Ann Marie, Kriska S David
Department of Psychology, George Mason University, Fairfax, VA 22030, USA.
J Psychol. 2002 Jul;136(4):383-98. doi: 10.1080/00223980209604165.
Employees often evaluate leadership potential when selecting applicants for jobs that require leadership ability (e.g., supervisors, firefighter captains). Research has shown that influencing others is an important part of being an effective leader, yet employers rarely explicitly consider applicants' use of influence tactics when evaluating applicants' leadership potential. The purpose of this study was to explore applicant use of influence tactics in an employment interview and to determine how such use relates to interview ratings. The authors observed firefighter applicants' behavior during a selection role-play interview and recorded their use of influence tactics. Results indicated that firefighter applicants used soft tactics (e.g., ingratiation, rational persuasion) significantly more frequently than they used hard tactics (e.g., pressure, coalition). Soft tactic use was positively correlated with interview ratings.
在为需要领导能力的工作（如主管、消防队队长）挑选求职者时，员工常常会评估其领导潜力。研究表明，影响他人是成为一名有效领导者的重要组成部分，但雇主在评估求职者的领导潜力时，很少明确考虑求职者对影响策略的运用。本研究的目的是探讨求职者在求职面试中对影响策略的运用，并确定这种运用与面试评分之间的关系。作者观察了消防员求职者在选拔角色扮演面试中的行为，并记录了他们对影响策略的运用。结果表明，消防员求职者使用软性策略（如逢迎、理性说服）的频率明显高于硬性策略（如施压、联合）。软性策略的使用与面试评分呈正相关。
