The Profiles of Organizational Influence Strategies (POIS) measures how people use influence in their organizations. The POIS fulfills the need for evidence-based, reliable, and valid instruments to diagnose and develop influence usage in organizational relationships. The POIS items are behavioral and transparent; thus, there are no hidden meanings. Being behavioral in nature, the strategies can be taught to improve organizational effectiveness. The POIS reports provide a “snapshot” of one’s influence style with a particular person (manager) or persons (subordinates or co-workers).
The POIS comes in three forms:
Copyright © 1999 by Kipnis & Schmidt
Features of the POIS
Purpose: Measure how people use influence in their organizations
POIS Form C = 27 items
POIS Form M = 27 items
POIS Form S = 33 items
Average completion time: 20-25 minutes
Target population: Working adults
Administration: For individual or group administration
Uses of the POIS
The use of the influence strategies is measured in two ways:
1. The typical use of influence—the relative strength of influence strategies when he or she first attempts to exercise influence.
2. The influence strategy when resistance is encountered—this answers the question, “How flexible is this person in responding to refusals to comply?”
Appeal to Higher Authority
Sanctions (Form S only)
From the Manual
"At some time, all organizational members actively seek to influence their peers, supervisors, and subordinates for a variety of reasons, some of which are personal and some of which are based on their organizational roles. This indicates that organizational leadership is more complicated than is represented in some textbooks, i.e., the ones that focus primarily on the ways in which the higher levels in an organization influence the lower levels. This is called the “leadership process.” However, it seems more likely that everyone is influencing everyone else in the organization, regardless of job title. People seek benefits, information, satisfactory job performance, the chance to do better than others, opportunities to be left alone, cooperation, and many other outcomes too numerous to mention."
"In fact, there may be very little difference in the frequency with which people try to influence their bosses, co-workers, and subordinates, given all these various reasons for trying to influence others. What shows remarkable variation, however, is the kind of tactic that is chosen by a person who is trying to obtain these various outcomes. The tactic will vary, depending on the particular wants of the influencing agent and his or her degree of control over the target of influence."
-- From the POIS Manual
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