Emerging Domains in the Ecology of Influence: Implications for Coaching and Management Education

Abstract

This study investigates an emergent shift in influence at the leader-member and leader-team levels using qualitative data triangulation. Findings surface in a detailed codebook and suggest that the influence construct is shifting to form two fundamental domains that differ at the leader and member levels. It is believed that the findings will have important practical implications for coaching and management education. An exploration into how influence is being experienced in teams nestled in an increasingly complex work environment may serve to challenge the traditional distinction between leader and member when it comes to who exhibits or enacts influence.