Interest in managerial work role activities has grown rapidly in recent years (Martinko & Gardner, 1990), yet the bulk of research which has been conducted has focused on typologies for classifying work roles rather than the relationship between managerial roles and actual communication behavior or behavioral intentions. The present study was undertaken to explore the relationship between self-reported managerial work roles and successful influence strategies with subordinates. The general importance of this area of research results from the belief that influence ability is central to being effective in a variety of work roles (Dreher, Dougherty, & Whitely, 1989). Manager Work Roles The literature on managerial work has changed significantly in the past decade or so. Previously, it was dominated by single case-oriented accounts of specific companies or biographies of specific leaders that had been subjected to minimal empirical study (Bowditch & Buono, 1985). Early controversies revolved around the participants' reasons for the observable activities. For instance, Carroll and Taylor (1968) pointed out that since managerial work is mental, it is not directly observable. Similarly, the works of Stewart (1976) and Turner and Lombard (1969) stress the limitations to using managers' descriptions of their jobs to describe managerial work roles. Recent literature have shifted in several directions. Multidimensional measures of competing roles not identified in previous frameworks are now more common (Kotter, 1982; Stewart, 1982). In addition, there is more emphasis on cognitive processes, as in Quinn's (1981, 1988) Competing Values concept which suggest that effective manager performance requires the simultaneous mastery of seemingly contradictory capabilities. There is also more emphasis on integrating typologies for describing managerial work activities (Carroll & Gillen, 1987). More recently, Hart and Quinn (1993) proposed a useful integrative way to distinguish managerial work roles. This approach revolves around the Competing Values concept as the organizing framework. Citing empirical support, Quinn and his colleagues (Quinn & Rohrbaugh, 1983; Quinn, Spreitzer, & Hart, 1992) proposed that different value dimensions (flexibility to predictability and internal to external focus) underlie the conceptualizations of the four major perspectives of organizational and management effectiveness literature. For example, the human relations perspective (participation, openness, morale and commitment) emphasizes flexibility and internal focus. The open system perspective (innovation, adaptation, growth, and resource acquisition) stresses flexibility and external focus. The rational goal perspective (direction, goal clarity, productivity, and accomplishment) emphasizes predictability and external focus. Finally, the internal process perspective (information management, documentation, and control) stresses predictability and internal focus. Evidence suggests that an effective manager may need to perform well on all four conflicting demands (Quinn & Cameron, 1988; Quinn, 1988). An important extension of the Competing Values concept was made by Hart and Quinn (1993), who classified managerial work roles found in the literature into four competing role categories (Vision Setter, Motivator, Analyzer, Task Master. See Table 1.) that correspond to Quinn's value framework and examined how these roles are related to performance. Using Q-type cluster analysis they found the four hypothesized managerial roles could be grouped together on the basis of Quinn's Competing Values framework. In addition, they found that managers who focused on all four work roles achieved higher levels of performance. In this study, we extend that type of research to learn how managers effectively use different tactics to influence subordinates. Influence Strategies Much of the recent research on managerial influence with subordinates has focused on factors that condition the tactics that are used (Deluga, 1988; Harper & Hirokawa, 1988; Lamude, 1993; Lamude, Scudder, & Furno, 1993; Littlepage, Nixon, & Gibson, 1992; Yukl & Falbe, 1990). …