Upward Influence Tactics Research Articles

Voice Work, Upward Influence during Change ‘When Time is of the Essence’

AbstractThis paper explores when and how middle managers (MMs) convey voice to the top during strategic change, when they do not have the time for lengthy persuasive upward influence tactics such as issue‐selling. I investigate this phenomenon through a 33‐month study of a risk management team in a large bank as it tried to overhaul its risk management systems and culture, after catastrophic money laundering scandals. I make three contributions. First, I complement the issue‐selling literature by theorizing voice work as the purposeful efforts made by middle and lower managers to pass challenges from the bottom to the top during change. These efforts are grouped into three sets of moves: relational, reflexive and skip level. Second, I contribute to the voice literature by explaining when MMs decide to speak up through relational moves (balancing and integrating) and how they shape their voice message through reflexive moves (preparing and refining). Lastly, I refine our understanding of skip level voice by defining skip level moves (overriding and reinforcing), introducing nuance into how lower managers’ voice can strengthen or destabilize MMs. Voice work ultimately enriches our processual understanding of voice as a dynamic phenomenon worked on by multiple layers of management. Theory is built by amalgamating literatures on voice and on MMs’ upward influence, and by analysing them through the sociological lens of work.

Evaluating the critical enablers of upward influence tactics using the DEMATEL framework in Indian iron and steel industries

This research emphasizes ascertaining fourteen major enablers of upward influence tactics in the Iron and Steel Industries across Chhattisgarh, Raipur, India. The DEMATEL approach was used to establish cause-effect relationships among these enablers of upward influence tactics. The present study concludes that the fourteen enablers of influence tactics are knitted together with each other and one enabler can act as the cause of many other enablers of upward influence tactics. Cause-effect relationships were drawn, and it made it possible for subordinates in the organization to find out the primary causal enablers of influence tactics that they can put into practice for attaining career success. The novel commitments of this exploration are the application of the methodology and its coverage. The present study holds importance as it is difficult to find even one quantitative study which can assess enablers of upward influence tactics in the Human Resource area particularly.

ÇALIŞANLARIN PSİKOLOJİK GÜVENLİK ALGISI VE POLİTİK TAKTİK DAVRANIŞLARI ARASINDAKİ İLİŞKİLER

The purpose of this study is to determine how the psychological safety perceptions of the employees, about the organizational environment, affect the political tactical behaviors. The quantitative method was preferred in the research and the data were obtained using the survey technique. Analyzes were carried out on the data obtained from 820 participants in total. According to the results of the research, the participants do not perceive themselves very safe in the organization they work in and prefer primarily rationality influence tactics and upward influence tactics to achieve their goals. A moderate and low-level negative relationship was found between the perception of psychological safety and political tactical behavior in general and its sub-dimensions. It is determined that the perception of psychological safety affects the upward influence tactics at the highest level, has a relative impact on the exchange tactics, and has an effect on the tactics of rational persuasion, albeit at a level that can be considered as absent. In addition, it was observed that the employees' political tactical behavior and psychological safety perception differed according to demographic characteristics.

An examination of the relationship between hotel employees’ use of upward influence tactics and supervisor rating of employee promotability

This study investigated how employees’ use of upward influence tactics predicted supervisor assessment of employee promotability. Data were collected from a four-star hotel in The Netherlands. One hundred and two employees’ use of upward influence tactics and their promotability were rated by their immediate supervisors. The findings showed that exchange positively and ingratiation negatively predicted promotability. Moreover, hard tactics interacted with rational tactics in predicting promotability. Specifically, assertiveness was positively related to promotability when rationality was high and unrelated to promotability when rationality was low; coalition was positively related to promotability when rationality was high and negatively related to promotability when rationality was low; coalition was positively related to promotability when exchange was high and unrelated to promotability when exchange was low; and upward appeal was negatively related to promotability when rationality was low and unrelated to promotability when rationality was high. Theoretical and practical implications were discussed.

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Evaluating the critical enablers of upward influence tactics using DEMATEL framework in Indian Iron and steel Industries

This research emphasises on ascertaining 14 major enablers of upward influence tactics in the iron and steel industries across Chhattisgarh, Raipur, India. The DEMATEL approach was used to establish cause-effect relationships among these enablers of upward influence tactics. The present study concludes that the 14 enablers of influence tactics are knitted together with each other and one enabler can act as the cause of many other enablers of upward influence tactics. Cause-effect relationships were drawn, and it made possible for subordinates in the organisation to find out the primary causal enablers of influence tactics which they can put into practice for attaining career success. The novel commitments of this exploration are the application of the methodology and its coverage. The present study holds importance as it is difficult to find even one quantitative study which can assess enablers of upward influence tactics in the human resource area particularly.

The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty

Most research examining the effects of subordinates’ use of upward influence tactics on supervisor job performance evaluations has been conducted in Western countries. In these contexts, it has been suggested that upward influence tactics bias supervisor ratings because they affect the quality of the relationship between supervisors and subordinates. This has primarily been explained in terms of supervisor liking. We suggest instead, that the particular cultural context in Saudi Arabia emphasises loyalty as the primary indicator of relationship quality. Based on data we obtained from 389 matched supervisor–subordinate dyads in Saudi Arabia, we found that five upward influence tactics; rational persuasion, ingratiation, self-promotion, coalition and upward appeal had indirect effects on supervisor job performance ratings through subordinate loyalty. Our findings suggest cultural contexts can emphasise differing aspects of relational quality between supervisors and subordinates that potentially explain bias in supervisor job performance evaluations.

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Supervisor's human resources (HR) decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates can play a role in this. We investigated the effects of seven upward influence tactics on supervisor job‐performance ratings and the extent of subordinate flexible working arrangements (FWAs). Supervisors are often responsible for determining whether employees are granted FWAs. We posit an alternative theoretical mechanism by which upward influence tactics bring about their effects, mediated through two distinct types of respect, mutual appraisal respect and mutual recognition respect. We collected data from 389 matched supervisor–subordinate dyads, and found that both mutual appraisal respect and mutual recognition respect mediated relationships between several upward influence tactics and both job‐performance ratings and FWAs. Our findings show that upward influence tactics affect the quality of the relationship between employees and their supervisors, specifically, these two forms of mutual respect. Further, both mutual appraisal respect and mutual recognition respect may explain why supervisors show favoritism to some subordinates over others, in reaching HR decisions in these areas.

Ethical Decision Making and Psychological Entitlement

AbstractJob candidates who possess characteristics likely to result in organizationally desired outcomes are valuable, yet not always easily identified. Offering validation support for selection tools that organizations can use to identify such candidates is therefore important. The present study examines the construct of psychological entitlement to determine if it can be used to identify individuals who are more likely to make sound ethical judgments in organizations. Specifically, we examine the relationship between psychological entitlement and ethical decision making, positing that individuals with high levels of psychological entitlement are more likely to make less ethical decisions and to use less ethical upward influence tactics than those with opposing characteristics. We administered a survey to 174 participants using the Multidimensional Ethics Scale, the Subordinate Influence Ethics Scale, and the Psychological Entitlement Scale. To test our hypotheses, we used hierarchical multiple regression. Results suggest that individuals with high levels of psychological entitlement are more likely to consider unethical actions as ethical, given several scenarios. In addition, individuals with high levels of psychological entitlement are more likely to consider self‐serving and maliciously‐intended upward influence tactics as acceptable when used to advance in an organization. They are also less likely to consider pro‐organizational upward influence tactics to be acceptable when used to advance in organizations.

Political skill as mediator of the upward influence and career success relationship

It is more than two decades since social influence researchers have called for a study that would investigate how and why upward influence are effective to gain career success at workplace. Career success is determined by a number of factors, including some combination of specific competencies and a performance record, along with organisational politics, specifically upward influence tactics. Theory and research suggest that employment of upward influence tactics leads to career success in the workplace, and the present study tried to investigate mediating potential of political skill for the upward influence-career success relationship. These hypotheses were tested on 352 middle-level managers selected from four iron and steel firms of Raipur, Chhattisgarh, India. Contributions, implications, limitations and future directions are discussed.

Political skill as mediator of the upward influence and career success relationship

It is more than two decades since social influence researchers have called for a study that would investigate how and why upward influence are effective to gain career success at workplace. Career success is determined by a number of factors, including some combination of specific competencies and a performance record, along with organisational politics, specifically upward influence tactics. Theory and research suggest that employment of upward influence tactics leads to career success in the workplace, and the present study tried to investigate mediating potential of political skill for the upward influence-career success relationship. These hypotheses were tested on 352 middle-level managers selected from four iron and steel firms of Raipur, Chhattisgarh, India. Contributions, implications, limitations and future directions are discussed.

学校における教育相談定着化に向けた上方向の影響方略の有効性

学校における教育相談定着化に向けた上方向の影響方略の有効性

Justice perceptions, leader-member exchange, and upward influence tactics

Purpose The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach Questionnaires were administered to n=407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest that perceptions of interactional justice are associated with LMX, whose effects in turn are associated with the use of influence tactics. Practical implications Coalition strategies were used more when subordinates experienced poor LMX. The research suggests that perhaps for individuals experiencing poor relationships with the supervisor, coalition strategies might present an alternative to “rational” influence tactics (which are used more in high-quality relationships). Originality/value The current study extends LMX research by examining differing subordinate influence strategies in high- and low-quality relationships. It also extends organizational justice research by examining the effects of the interpersonal implementation of fair procedures on the dynamics between leadership and upward influence.

In times of stress, be tough or be soft? Examining the relationship between work stress and upward influence behaviour

This study examined how work stress was related to employee upward influence behaviour. Data were collected from 170 employees in a large logistics company in mainland China. Results showed that stress was positively related to hard upward influence tactics (i.e., assertiveness, coalition building, and upward appeal). Furthermore, key aspects of employee satisfaction (e.g., supervisory support, satisfaction concerning salary, satisfaction concerning working conditions) were found to moderate the positive relationships between stress and employees' use of assertiveness and coalition building such that these relationships were less positive when employee satisfaction was higher rather than lower. Theoretical and practical implications were discussed.

To Flatter or To Assert? Gendered Reactions to Machiavellian Leaders

Integrating power dependence and gender role theories, we investigate the interactive effects of followers’ gender and leaders’ Machiavellian orientation in predicting followers’ usage of upward influence tactics. Using a sample of 156 matched leader–follower dyads, we found that followers’ gender moderated the relationship between Time 1 leaders’ Machiavellian orientation and followers’ use of upward influence tactics at Time 2 (6 months later). Specifically, the relationship between Time 1 leaders’ Machiavellianism and Time 2 followers’ ingratiation (a soft influence tactic) was significant and positive for women followers and non-significant for men followers, while the relationship between Time 1 leaders’ Machiavellianism and Time 2 followers’ assertiveness (a hard influence tactic) was significant and positive for men followers but non-significant for women followers. These results suggest that gender plays an important role in how followers react to Machiavellian leaders. The social and ethical implications of these findings are discussed.

Paths from leadership to upward influence

Purpose – This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues. Design/methodology/approach – Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers. Findings – From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics. Originality/value – Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.

Employee Gender vs. Supervisor Gender: Gender Interaction Effects in Employees’ Upward Influence Behavior in Hotels

This study examined gender interaction effects in employees’ use of upward influence tactics. Employee and supervisor genders were paired up in a 2 × 2 design containing four cells. Data were collected from 108 employees in a Dutch hotel. Hypotheses were tested using both the traditional ANOVAs and the more robust Orthogonal Contrasts Approach. Results showed gender interaction effects existed in hard influence tactics. Specifically, assertiveness was used the least by female employees on male supervisors, and coalition was used the most by male employees on female supervisors. Theoretical and practical implications of the findings were discussed.

Competitive intelligence and other levers of brand performance

This expedition through consumer goods companies in Vietnam aims to investigate whether corporate social responsibility (CSR) influences emotional intelligence (EI), which in turn engenders the chain of effects from upward influence behaviour and competitive intelligence scanning to brand performance. A structural equation modelling (SEM) approach contributed to the analysis of 409 responses returned from self-administered structured questionnaires distributed to 720 middle level managers. From the findings emerged a model of brand performance and its levers such as corporate social responsibility, emotional intelligence, upward influence behaviour and competitive intelligence scanning. Ethical CSR was found to nourish a high level of emotional intelligence in the organization. Through the findings of the research, the insight into the CSR-based model of brand performance underscores the role of ethical CSR, emotional intelligence and organizationally beneficial upward influence tactics as endogenous variables in the cultivation of competitive intelligence scanning deeds in consumer goods companies in the Vietnam business context.

Corporate social responsibility, upward influence behavior, team processes and competitive intelligence

PurposeThe cumulative pool of data piling through the empirical expedition around hospitals in Vietnam provides the clue on whether corporate social responsibility (CSR) influences upward influence behavior, which in turn catalyzes team processes and competitive intelligence scanning. The aim of this paper is to journey through the review of the constructs of CSR, upward influence behavior, and team processes.Design/methodology/approachStructural equation modeling (SEM) approach served as an analyst for 349 responses returned from self‐administered structured questionnaires despatched to 522 hospital members in the middle‐management position.FindingsA model of team processes and competitive intelligence evolved along the process of hypothesis testing. Ethical CSR was found to cultivate organizationally beneficial upward influence behavior in the healthcare service organizations.Originality/valueThe research findings provide the insight into the CSR‐based model of team processes which underscores the role of ethical CSR initiatives and organizationally beneficial upward influence tactics in the activation of competitive intelligence scanning deeds in hospitals in Vietnam business setting.

Underneath organizational health and knowledge sharing

PurposeThis research excursion through shipping companies in Vietnam seeks to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of effects from upward influence behavior through organizational health to knowledge sharing.Design/methodology/approachThe paper adopts a structural equation modeling (SEM) approach which contributed to the analysis of 412 responses returned from self‐administered structured questionnaires dispatched to 635 middle level managers.FindingsFrom the findings emerged a model of organizational health and its levers such as CSR, trust, and upward influence behavior. Ethical CSR was found to nurture high level of trust in the organization.Originality/valueThrough the findings of the research, the insight into the CSR‐based model of organizational health highlights the role of ethical CSR, trust, and organizationally beneficial upward influence tactics in building organizational health in shipping companies in the Vietnam business setting.