Affirming communicator style of supervisor and subordinate use of upward influence tactics: An analysis of nonmanagerial and managerial employees

Abstract

This investigation focuses on how subordinates perceive their supervisor's affirming communicator style (i.e., friendly, attentive, and relaxed) and the upward influence tactics they select. Results demonstrated that: 1) both managerial and nonmanagerial employees are less likely to use hard influence tactics (i.e., assertiveness) when communicating with supervisors with an affirming style, 2) managerial employees are more likely than nonmanagerial employees to use hard upward influence tactics (i.e., coalition, upward appeal, and assertiveness), 3) nonmanagerial employees perceive supervisors who communicate with an affirming style as being more participative decision makers, and 4) both managerial and nonmanagerial employees are more satisfied with supervisors who communicate with an affirming style.