Influence Behaviors and Organizational Outcomes: Effects of the Target’s Attributions

Abstract

Although several studies have linked influence tactics with organizational outcomes, few have examined how different types of influence strategies adopted by superiors get interpreted differently by their subordinates. Using data collected from a sample of Chinese working adults in a manufacturing company, the present study seeks to contribute to literature by integrating a comprehensive attribution model, exploring the effects of the targets’ contributions to assertive, persuasive and relational strategies with five organizational outcomes--felt obligation, job satisfaction, organizational commitment, job performance and citizenship behavior. While most previous studies indicated negative relationships between assertive influence tactics and outcomes, our results show that assertive influence behaviors can also lead to productive outcomes as perceived by subordinates. Finally, implications of the theory for practitioners are discussed.