An examination of the usage and impact of upward influence tactics by workers in the hospitality sector of Taiwan: Expanding the framework of rao, schmidt, and murray (1995)

Abstract

AbstractThis study adds the political tendencies of subordinates and their organizational socialization as antecedents to the Rao, Schmidt, and Murray (1995) framework of the use of upward influence tactics. Supervisor trust in the subordinate was added as an outcome. Furthermore, using 278 subordinate‐supervisor dyads in the Taiwanese hotel industry, a full range of influence tactics were examined. Political tendencies and socialization were associated with subordinate use of influence tactics. However, assertiveness was the only tactic strongly and negatively associated with both performance rating and the level of trust the manager placed in the subordinate. Importantly, these negative effects were mediated by supervisor impressions of subordinate tenacity and disagreeableness. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.