Abstract
Traditional managerial attempts to maintain control over subordinates may cause the subordinates to behave in ways to enhance or regain their control. In the present research, organization members were hypothesized to have characteristic ways of enhancing their control that, in turn, were expected to influence the likelihood that they would engage in certain behavioral responses. Using samples of students and persons employed in a variety of organizations, eight predispositions were identified, reflecting individuals' tendencies to employ different control‐enhancing strategies at work, and these predispositions were found to predict different behavioral responses. Future research directions and implications for management practice are discussed.
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