Abstract:
The ability to effectively influence is a useful talent that can be of great value for leaders
in organisations undergoing change. The Covid-19 pandemic has caused a shift in the
employer-employee dynamic, with many employees in organisations working-fromhome,
requiring shifts in communication mediums and influence tactics. The change
management brought about by the economic downturns from enforced lockdowns
requires an even greater need for managers and leaders to understand which influence
levers are most useful with their employees.
Using the three rhetorical appeals (ethos, logos, and pathos), each was quantitatively
examined to determine the extent to which they persuade an employee in a crisis. The
independent variable in the study was organisational commitment to change (affective,
normative, and continuance). The medium of delivery was also assessed to determine
whether sending an influence message via email or video is more effective. Vignettes
were used in the research design to determine how respondents would behave in a
hypothetical situation.
The results suggest that pathos and logos are more effective than ethos, while sending
influence messages via video is more suitable than email. A further analysis of each
of the components of organisational change showed that employees with affective and
normative commitment to change were influenced more by the use of logos, and
preferred video as a medium of delivery, while those with continuance commitment to
change preferred the use of pathos to influence and video as a medium of delivery.
