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Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates

Yıl 2025, Cilt: 10 Sayı: 27, 406 - 423

Ebru Gökoğlan , Ayşe Çiçek Korkmaz

https://doi.org/10.25204/iktisad.1581048

Öz

The aim of the study is to examine the influence tactics used by nurse managers towards their subordinates, the factors that are effective in the selection of these tactics and the results of the tactics used from the perspectives of both nurse managers and subordinate nurses, and to provide a two-way perspective on how nurse managers evaluate the tactics they use and how subordinate nurses perceive these tactics. In the study using qualitative research design, interviews were terminated when data saturation was reached. 40 participants, 20 nurses and 20 managers, were included in the study. The data obtained were analyzed by content analysis method and examined within the framework of three main themes: the influence tactics used by nurse managers, the factors affecting the selection of influence tactics and the results of the influence tactics used. The findings showed that nurse managers used various influence tactics such as information, motivation by suggestion, personal charm, consultation, cooperation, providing legal basis, pressure, rational persuasion, exchange and coalition. The choice of tactics is determined by factors such as personal characteristics of the employee, empathy, positive communication of the manager, employee's reaction to the task, experience, emotional state and the nature of the job.

Anahtar Kelimeler

Influence tactics nurse manager nurse

Proje Numarası

-

Kaynakça

  • Abou Hashish, E. A. (2015). The relationship between power bases and influence tactics of first-line nurse managers. European Journal of Business and Management, 7(7), 347-355. https://www.iiste.org/Journals/index.php/EJBM/article/view/20544/21489
  • Abou Hashish, E., Alnajjar, H., and Al Saddon, A. (2023). Managerial power bases and its relationship to influence tactics and conflict management styles: bedside nurses' perspective. Worldviews on Evidence-Based Nursing, 20(5), 442-450. https://doi.org/10.1111/wvn.12670
  • Allen, R. W., Madison, D. L., Porter, L. W., Renwick, P. A., and Mayes, B. T. (1979). Organizational politics: Tactics and characteristics of its actors. California Management Review, 22(1), 77-83. https://doi.org/10.2307/41164852
  • Arslan, E. (2022). Validity and reliability in qualitative research. Pamukkale University Journal of Social Sciences Institute, (51), 395-407. https://doi.org/10.30794/pausbed.1116878
  • Attepe Özden, S., Tekindal, M., Gedik, T. E., Erim, F., Ege, A., and Tekindal M. A. (2022). Reporting qualitative research: Turkish adaptation of COREQ checklist. European Journal of Science and Technology, (35), 522-529. https://doi.org/10.31590/ejosat.976957
  • Baykal Tatar. Ü., and Ercan Türkmen, E. (2014). Nursing services management. Academy Press.
  • Braun, V., and Clarke, V. (2013). Successful qualitative research: A practical guide for beginners. SAGE Publications.
  • Cable, D. M., and Judge, T. A. (2003). Managers' upward influence tactic strategies: the role of manager personality and supervisor leadership style. Journal of Organizational Behavior, 24(2), 197-214. https://psycnet.apa.org/doi/10.1002/job.183
  • Castro, S. L., Douglas, C., Hochwarter, W. A., Ferris, G. R., and Frink, D. D. (2003). The effects- of positive affect and gender on the ifluence tactics - job performance relationship. Journal of Leadership and Organizational Studies, 10(1), 1-18. https://doi.org/10.1177/107179190301000101
  • Colaizzi, P. (1978). Psychological research as the phenomenologist’s view it. In R. Vale and M. King (Eds.), Existential–phenomenological alternatives for psychology (pp. 48-71). Oxford University Press.
  • Dubrin, A. J. (2014). Leadership. U.S.A.: Houghton Mifflin.
  • Falbe, C. M., and Yukl, G. (1992). Consequences for managers of using single influence tactics and combinations of tactics. The Academy of Management Journal, 35(3), 638-652. https://doi.org/10.2307/256490
  • Farmer, S. M., Maslyn, J. M., Fedor, D. B., and Goodman, J. S. (1997). Putting upward influence strategies in context. Journal of Organizational Behavior, 18(1), 17-42. https://www.jstor.org/stable/3100273
  • Güleş, H. (2016). Investigating school administrators' relationship behaviors and political tactics they use based on teacher views, (Doctoral thesis). Eskişehir Osmangazi University Library. https://tinyurl.com/bdecahu4
  • Hennink, M. M., Kaiser, B. N., and Marconi, V. C. (2017). Code saturation versus meaning saturation: How many interviews are enough?. Qualitative Health Research, 27(4), 591-608. https://doi.org/10.1177/1049732316665344
  • Jafari, F. and Keykha, A. (2024). Identifying the opportunities and challenges of artificial intelligence in higher education: a qualitative study. Journal of Applied Research in Higher Education, 16(4), 1228-1245. https://doi.org/10.1108/JARHE-09-2023-0426
  • Koçel, T. (2015). Business management. Beta Edition.
  • Korkmaz, Y. (2023). Teachers' views on influence tactics used by secondary school administrators. (Master's Thesis). Hacettepe University Library. http://hdl.handle.net/11655/29392
  • Koşar, D. (2020). Influence tactics of leaders. In N. Güçlü and S. Koşar (Eds.), Leadership in educational administration: Theory, research and practice (pp. 203-224). Pegem Academy.
  • Marangoz, E. H. (2020). The examination of teachers and school administrators' opinions about the influence tactics used by school principals (Unpublished Master's Thesis). Gaziantep University, Institute of Educational Sciences. Gaziantep.
  • Miles, B. W., and Jozefowicz-Simbeni, D. M. H. (2010). Naturalistic inquiry. In B. A. Thyer (Eds), The handbook of social work research methods (pp. 722-745). SAGE Publications.
  • Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., and Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1), 5-18. https://doi.org/10.1177/15480518177090
  • Republic of Türkiye Ministry of Health (2022). The ministry of health of Türkiye health statistics yearbook. https://dosyasb.saglik.gov.tr/Eklenti/48055/0/siy2022eng050420241pdf.pdf
  • Scharlatt, H., and Smith, R. (2013). Center for creative leadership. Influence: gaining commitment, getting results. French Canadian.
  • Sheer, V. (2012). Supervisors' use of influence tactics for extra-role tasks: perceptions by ingroup versus outgroup members in organizations in Hong Kong. Southern Communication Journal, 77(2), 143-162. https://doi.org/10.1080/1041794X.2011.618520
  • Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Education for Information, 22(2), 63-75. https://doi.org/10.3233/EFI-2004-22201
  • Tong, A., Sainsbury, P., and Craig, J. (2007). Consolidated criteria for reporting qualitative research (COREQ): A 32-item checklist for interviews and focus groups. International Journal for Quality in Health Care, 19(6), 349-357. https://doi.org/10.1093/intqhc/mzm042
  • Tunçalp, D. (2021). Paradigms, methodologies, and rigor in qualitative research. Journal of Management & Organization Studies, 6(2), 1-47. https://doi.org/10.15659/yoad.6.2.001
  • Vecchio, R. P. and Sussmann, M. (1991). Choice of influence tactics: individual and organizational determinants. Journal of Organizational Behavior, 12(1), 73-80. https://www.jstor.org/stable/2488359
  • Yılmaz Esencan, T., and Özdil, H. (2017). Evaluation of the professional commitment X and Y generations nurses. Journal of Ege University Nursing Faculty, 33(3), 91-104. https://dergipark.org.tr/tr/pub/egehemsire/issue/33737/321903
  • Yukl, G. (2013). Leadership in organizations. Upper Saddle River, New Jersey: Pearson Prentice Hall.
  • Yukl, G., Seifert, C. F. and Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19(5), 609-621. https://doi.org/10.1016/j.leaqua.2008.07.006
  • Zilverentant, M. F. (2015). An exploration of influence tactics used by nurse managers in daily work and the contribution to excellent care: a case study (Master’s thesis). Utrecht University Library. https://studenttheses.uu.nl/handle/20.500.12932/27334

Yönetici Hemşirelerin Astlarını Etkileme Taktikleri: Yönetici ve Astların Görüşleri Üzerine Nitel Bir Araştırma

Yıl 2025, Cilt: 10 Sayı: 27, 406 - 423

Ebru Gökoğlan , Ayşe Çiçek Korkmaz

https://doi.org/10.25204/iktisad.1581048

Öz

Çalışmanın amacı, yönetici hemşirelerin astlarına yönelik kullandıkları etkileme taktiklerini, bu taktiklerin seçiminde etkili olan faktörleri ve kullanılan taktiklerin sonuçlarını hem yönetici hemşirelerin hem de ast konumundaki hemşirelerin bakış açılarından incelemek, yönetici hemşirelerin kullandıkları taktikleri nasıl değerlendirdikleri ve ast pozisyonundaki hemşirelerin bu taktikleri nasıl algıladıklarına dair çift yönlü bir perspektif sunmaktır. Nitel araştırma tasarımı kullanılan çalışmada görüşmeler, veri doygunluğuna ulaşıldığında sonlandırılmıştır. 20 hemşire ve 20 yönetici olmak üzere 40 katılımcı çalışmaya dahil edilmiştir. Elde edilen veriler, içerik analizi yöntemi ile analiz edilmiş ve üç ana tema çerçevesinde incelenmiştir: yönetici hemşirelerin kullandıkları etkileme taktikleri, etkileme taktiklerinin seçilmesinde etkili olan faktörler ve kullanılan etkileme taktiklerinin sonuçları. Bulgular, yönetici hemşirelerin; bilgilendirme, telkinle güdüleme, kişisel çekicilik, danışma, iş birliği, yasal dayanak sunma, baskı, rasyonel ikna, değiş-tokuş ve koalisyon gibi çeşitli etkileme taktiklerine başvurduklarını göstermektedir. Taktiklerin seçiminde; çalışanın kişisel özellikleri, empati, yöneticinin pozitif iletişimi, çalışanın göreve tepkisi, deneyimi, duygusal durumu ve işin niteliği gibi faktörler belirleyici olmaktadır.

Anahtar Kelimeler

Etkileme taktikleri yönetici hemşire hemşire

Etik Beyan

Ethics committee approval was received from the Human Research Ethics Committee in Health Sciences of a university (2022-100).

Proje Numarası

-

Kaynakça

  • Abou Hashish, E. A. (2015). The relationship between power bases and influence tactics of first-line nurse managers. European Journal of Business and Management, 7(7), 347-355. https://www.iiste.org/Journals/index.php/EJBM/article/view/20544/21489
  • Abou Hashish, E., Alnajjar, H., and Al Saddon, A. (2023). Managerial power bases and its relationship to influence tactics and conflict management styles: bedside nurses' perspective. Worldviews on Evidence-Based Nursing, 20(5), 442-450. https://doi.org/10.1111/wvn.12670
  • Allen, R. W., Madison, D. L., Porter, L. W., Renwick, P. A., and Mayes, B. T. (1979). Organizational politics: Tactics and characteristics of its actors. California Management Review, 22(1), 77-83. https://doi.org/10.2307/41164852
  • Arslan, E. (2022). Validity and reliability in qualitative research. Pamukkale University Journal of Social Sciences Institute, (51), 395-407. https://doi.org/10.30794/pausbed.1116878
  • Attepe Özden, S., Tekindal, M., Gedik, T. E., Erim, F., Ege, A., and Tekindal M. A. (2022). Reporting qualitative research: Turkish adaptation of COREQ checklist. European Journal of Science and Technology, (35), 522-529. https://doi.org/10.31590/ejosat.976957
  • Baykal Tatar. Ü., and Ercan Türkmen, E. (2014). Nursing services management. Academy Press.
  • Braun, V., and Clarke, V. (2013). Successful qualitative research: A practical guide for beginners. SAGE Publications.
  • Cable, D. M., and Judge, T. A. (2003). Managers' upward influence tactic strategies: the role of manager personality and supervisor leadership style. Journal of Organizational Behavior, 24(2), 197-214. https://psycnet.apa.org/doi/10.1002/job.183
  • Castro, S. L., Douglas, C., Hochwarter, W. A., Ferris, G. R., and Frink, D. D. (2003). The effects- of positive affect and gender on the ifluence tactics - job performance relationship. Journal of Leadership and Organizational Studies, 10(1), 1-18. https://doi.org/10.1177/107179190301000101
  • Colaizzi, P. (1978). Psychological research as the phenomenologist’s view it. In R. Vale and M. King (Eds.), Existential–phenomenological alternatives for psychology (pp. 48-71). Oxford University Press.
  • Dubrin, A. J. (2014). Leadership. U.S.A.: Houghton Mifflin.
  • Falbe, C. M., and Yukl, G. (1992). Consequences for managers of using single influence tactics and combinations of tactics. The Academy of Management Journal, 35(3), 638-652. https://doi.org/10.2307/256490
  • Farmer, S. M., Maslyn, J. M., Fedor, D. B., and Goodman, J. S. (1997). Putting upward influence strategies in context. Journal of Organizational Behavior, 18(1), 17-42. https://www.jstor.org/stable/3100273
  • Güleş, H. (2016). Investigating school administrators' relationship behaviors and political tactics they use based on teacher views, (Doctoral thesis). Eskişehir Osmangazi University Library. https://tinyurl.com/bdecahu4
  • Hennink, M. M., Kaiser, B. N., and Marconi, V. C. (2017). Code saturation versus meaning saturation: How many interviews are enough?. Qualitative Health Research, 27(4), 591-608. https://doi.org/10.1177/1049732316665344
  • Jafari, F. and Keykha, A. (2024). Identifying the opportunities and challenges of artificial intelligence in higher education: a qualitative study. Journal of Applied Research in Higher Education, 16(4), 1228-1245. https://doi.org/10.1108/JARHE-09-2023-0426
  • Koçel, T. (2015). Business management. Beta Edition.
  • Korkmaz, Y. (2023). Teachers' views on influence tactics used by secondary school administrators. (Master's Thesis). Hacettepe University Library. http://hdl.handle.net/11655/29392
  • Koşar, D. (2020). Influence tactics of leaders. In N. Güçlü and S. Koşar (Eds.), Leadership in educational administration: Theory, research and practice (pp. 203-224). Pegem Academy.
  • Marangoz, E. H. (2020). The examination of teachers and school administrators' opinions about the influence tactics used by school principals (Unpublished Master's Thesis). Gaziantep University, Institute of Educational Sciences. Gaziantep.
  • Miles, B. W., and Jozefowicz-Simbeni, D. M. H. (2010). Naturalistic inquiry. In B. A. Thyer (Eds), The handbook of social work research methods (pp. 722-745). SAGE Publications.
  • Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., and Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1), 5-18. https://doi.org/10.1177/15480518177090
  • Republic of Türkiye Ministry of Health (2022). The ministry of health of Türkiye health statistics yearbook. https://dosyasb.saglik.gov.tr/Eklenti/48055/0/siy2022eng050420241pdf.pdf
  • Scharlatt, H., and Smith, R. (2013). Center for creative leadership. Influence: gaining commitment, getting results. French Canadian.
  • Sheer, V. (2012). Supervisors' use of influence tactics for extra-role tasks: perceptions by ingroup versus outgroup members in organizations in Hong Kong. Southern Communication Journal, 77(2), 143-162. https://doi.org/10.1080/1041794X.2011.618520
  • Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Education for Information, 22(2), 63-75. https://doi.org/10.3233/EFI-2004-22201
  • Tong, A., Sainsbury, P., and Craig, J. (2007). Consolidated criteria for reporting qualitative research (COREQ): A 32-item checklist for interviews and focus groups. International Journal for Quality in Health Care, 19(6), 349-357. https://doi.org/10.1093/intqhc/mzm042
  • Tunçalp, D. (2021). Paradigms, methodologies, and rigor in qualitative research. Journal of Management & Organization Studies, 6(2), 1-47. https://doi.org/10.15659/yoad.6.2.001
  • Vecchio, R. P. and Sussmann, M. (1991). Choice of influence tactics: individual and organizational determinants. Journal of Organizational Behavior, 12(1), 73-80. https://www.jstor.org/stable/2488359
  • Yılmaz Esencan, T., and Özdil, H. (2017). Evaluation of the professional commitment X and Y generations nurses. Journal of Ege University Nursing Faculty, 33(3), 91-104. https://dergipark.org.tr/tr/pub/egehemsire/issue/33737/321903
  • Yukl, G. (2013). Leadership in organizations. Upper Saddle River, New Jersey: Pearson Prentice Hall.
  • Yukl, G., Seifert, C. F. and Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19(5), 609-621. https://doi.org/10.1016/j.leaqua.2008.07.006
  • Zilverentant, M. F. (2015). An exploration of influence tactics used by nurse managers in daily work and the contribution to excellent care: a case study (Master’s thesis). Utrecht University Library. https://studenttheses.uu.nl/handle/20.500.12932/27334
Toplam 33 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Strateji, Yönetim ve Örgütsel Davranış (Diğer)
Bölüm Araştırma Makaleleri
Yazarlar

Ebru Gökoğlan 0000-0002-6567-7050

Ayşe Çiçek Korkmaz 0000-0001-8184-1490

Proje Numarası -
Erken Görünüm Tarihi 28 Haziran 2025
Yayımlanma Tarihi
Gönderilme Tarihi 7 Kasım 2024
Kabul Tarihi 20 Şubat 2025
Yayımlandığı Sayı Yıl 2025 Cilt: 10 Sayı: 27

Kaynak Göster

APA Gökoğlan, E., & Çiçek Korkmaz, A. (2025). Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates. İktisadi İdari Ve Siyasal Araştırmalar Dergisi, 10(27), 406-423. https://doi.org/10.25204/iktisad.1581048
AMA Gökoğlan E, Çiçek Korkmaz A. Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates. İKTİSAD. Haziran 2025;10(27):406-423. doi:10.25204/iktisad.1581048
Chicago Gökoğlan, Ebru, ve Ayşe Çiçek Korkmaz. “Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates”. İktisadi İdari Ve Siyasal Araştırmalar Dergisi 10, sy. 27 (Haziran 2025): 406-23. https://doi.org/10.25204/iktisad.1581048.
EndNote Gökoğlan E, Çiçek Korkmaz A (01 Haziran 2025) Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates. İktisadi İdari ve Siyasal Araştırmalar Dergisi 10 27 406–423.
IEEE E. Gökoğlan ve A. Çiçek Korkmaz, “Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates”, İKTİSAD, c. 10, sy. 27, ss. 406–423, 2025, doi: 10.25204/iktisad.1581048.
ISNAD Gökoğlan, Ebru - Çiçek Korkmaz, Ayşe. “Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates”. İktisadi İdari ve Siyasal Araştırmalar Dergisi 10/27 (Haziran 2025), 406-423. https://doi.org/10.25204/iktisad.1581048.
JAMA Gökoğlan E, Çiçek Korkmaz A. Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates. İKTİSAD. 2025;10:406–423.
MLA Gökoğlan, Ebru ve Ayşe Çiçek Korkmaz. “Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates”. İktisadi İdari Ve Siyasal Araştırmalar Dergisi, c. 10, sy. 27, 2025, ss. 406-23, doi:10.25204/iktisad.1581048.
Vancouver Gökoğlan E, Çiçek Korkmaz A. Managerial Nurses’ Tactics of Influencing Subordinates: A Qualitative Study on the Views of Managers and Subordinates. İKTİSAD. 2025;10(27):406-23.
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