Abstract
Traditionally, managerial effectiveness research has focused on downward influ ence. However, a manager needs to have adequate amount of upward influence to accomplish his objectives. The present study by Singh explores the ways through which middle managers influence their immediate superiors. Data obtained from 110 respondents were subjected to principal components factor analysis. Five factors of influencing the superior were found, namely, information sharing, expertise, manipulation, confrontation, and personalized relationship. The findings are discussed in the light of the superiorsubordinate relationship and in the Indian context. Directions for future research are also suggested.
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