Abstract
This paper presents a descriptive model of factors affecting subordinates’ use of upward influence tactics. The model is based on the notion that enduring patterns of relationship maintenance tactics used by subordinates both reinforce and gradually alter perceptions of leader‐member exchange quality. These relational perceptions are primary considerations when subordinates assess threats and subsequently make tactic choices during influence episodes (and other potentially risky encounters). Context factors, including influence goals, are thought to magnify or mute the threat associated with a given episode. A study of 194 working adults explored several model components. The data support the conclusion that upward influence tactic choice is most influenced by the quality of the relationship between a leader and his/her subordinates.
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