Influence

Andrés Hatum () and Eugenio Marchiori
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Andrés Hatum: Universidad Torcuato Di Tella
Eugenio Marchiori: Universidad Torcuato Di Tella

Chapter 5 in Organisational Politics Revisited, 2026, pp 187-220 from Springer

Abstract: Abstract In this chapter we explore the delicate and often invisible boundary between ethical persuasion and psychological manipulation. The chapter opens with the genius of Edward Bernays, the “Father of Public Relations,” (and master puppeteer) who utilized his uncle Sigmund Freud’s psychoanalytic theories to “engineer consent” for corporate and political gain—transforming cigarettes into “Torches of Freedom” and orchestrating the 1954 Guatemalan Coup, between other campaigns. This historical foundation transitions into modern behavioral science, where we analyze the use of “nudges” by Thaler and Sunstein, and Robert Cialdini’s six principles of persuasion—reciprocity, scarcity, authority, consistency, liking, and social proof—as tools that can bypass critical judgment. We also mention some of the unconscious biases discovered by Kahneman and Tversky, the fathers of Behavioral Economics where those that came after inspired. The text highlights social engineering as a primary modern threat, describing it as the “art” of hacking the human mind by exploiting emotional triggers like fear, guilt or urgency and a long list of unconscious biases to compromise security (hidden influence). To counter these deceptive practices, we advocate for direct influence (open influence), a transparent leadership style that engages the “head, heart, and hands” through logic, emotion, and collaboration. Ultimately, the chapter posits that legitimate influence as a commitment to individual freedom, warning that leaders must maintain a moral compass to remain inside of ethic limits rather than becoming mere puppet masters of the subconscious.

Date: 2026
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DOI: 10.1007/978-3-032-23459-9_5

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