Abstract
This paper examines the antecedents and consequences of superior downward influence tactics in Malaysian companies. The literature review revealed that downward influence tactics are useful but practically challenging. Researchers have identified downward influence tactics such as inspirational appeal, consultation, exchange, pressure, ingratiation, and rational persuasion as commonly used influence tactics by superior to change the behavior of subordinates. The purpose of this paper is to develop a conceptual framework for relating different outcomes of downward influence tactics and the determinants under which such influences are exercised. The outcomes are measured in terms of differences in subordinates’ satisfaction with supervision and organizational citizenship behavior when subjected to supervisory downward influence tactics. Understanding different influence tactics affect the outcomes which can provide guidelines for superior in using the suitable influence tactics to increase the organizational citizenship behavior and satisfaction in organizations. Leadership styles, organizational context and mediating variables of role ambiguity and subordinates’ competency level were also investigated.
Highlights
1988; Mowday, 1978; Schilit & Locke, 1982; Yukl & Falbe, 1990)
It is worthwhile for the superior to be aware of the existence of multiple sources of influence in work situations and how it promote subordinates’ satisfaction with supervision and organization citizenship behavior (OCB) since negative outcome itself could lead to many organizational dysfunctions such as decline in work performances, absenteeism and high turnover (Lamude, 1994; Motowidlo, 2003)
Knowing how downward influence tactics related to the organizational structure, transformational or transactional leadership, role ambiguity and competence level and its consequences will enable the superior to change or maintain his/her influence tactics to achieve the desirable outcomes
Summary
The delineation of research question is to find out the downward influence method employed by superior in the Malaysian companies, what are the correlates and consequences of influence tactics and how it affects subordinates. Are there any significant differences in subordinates’ satisfaction with supervision and organizational citizenship behaviour when subjected to downward influence tactics?. Are there any predictable relationships between organizational variables and downward influence tactics and subordinates’ satisfaction with supervision and organizational citizenship behaviour?. Can leadership styles be predictors of the exercise of downward influence tactics and subordinates’ satisfaction with supervision and organizational citizenship behaviour?. Can subordinates’ competence level and role ambiguity mediate the relationship between the leadership style and downward influence tactics?. Can subordinates’ competence level and role ambiguity mediate the relationship between the organizational context and downward influence tactics?
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