Upward Influence Tactics Research Articles

Supervisors' Upward Influence Tactics in Same-Sex and Cross-Sex Dyads

The paper describes 162 male and female superiors' self-reported tactics in successful influence attempts with their male and female managers. Analysis indicated that female supervisors used inspirational appeals and allurement tactics with female and male managers. Male supervisors used pressure, allurement, and rationality tactics with female managers. Contrary to gender-role expectancy, male superiors used inspirational appeals, ingratiation, and liking tactics with male managers. These results were discussed in terms of expectancy theory, which suggests that people develop normative expectations about appropriateness of influence behavior that differ for men and women.

Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects1

An empirical investigation with 117 superior‐subordinate dyads examines the moderating effects of subordinate gender on the relationships between the strength of upward influence tactics and three outcome variables: performance ratings, psychosocial mentoring functions, and career‐related mentoring functions. The results support predictions that men who employ stronger upward influence tactics obtain higher performance ratings and more career‐related mentoring functions, and women who employ weaker upward influence tactics obtain more psychosocial mentoring functions. Implications of the findings for theory, research, and practice are discussed.

Towards a threat management model of upward communication: A study of influence and maintenance tactics in the leader‐member dyad

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.

Employee motivation to use upward influence tactics in culturally-mixed organizations

Employee motivation to use upward influence tactics in culturally-mixed organizations

Effects of leader behavior on subordinate's upward influence tactics and relationship between subordinate and leader

This study aimed at examining the upward influence tactics employed by subordinates toward their immediate superiors (the leader) in relation to the cohesiveness of a given group, leadership behavior on the part of the leader, and leadership behavior on the part of the group's top leader. The survey involved a sample of 120 nurses. Each nurse was asked to complete a questionnaire, which was prepared on the basis of an earlier preliminary study. The results of the group survey were as follows: (1) A nurse (the subordinate) generally gave play to the tactics of rationality and enthusiasm vis-a-vis a democratically inclined head nurse (the immediate superior); (2) coalition behavior was widely practiced in groups that were highly cohesive, while higher authority was employed vis-a-vis a democratically inclined top head nurse (the top leader); (3) the above-mentioned actions employing tactics of influence [(1) to (2)] had, in turn, an effect on the degree of response on the part of the head nurse (the leader) and on the ex post factor relationship between the two parties (nurse and head nurse).

A comparison of organizational, structural, and relationship effects on subordinates' upward influence choices

This research examined the extent to which organizational membership, centralization of authority and subordinates' perceptions of supervisory relationship quality affected how frequently they report using different types of tactics in their upward influence attempts. Participants from five different organizations were surveyed. A typology of upward influence tactics was created based on the extent to which: (1) the means employed to attempt influence are open or closed, and (2) the desired outcomes are openly expressed or left undisclosed. The resulting dependent variable consisted of three types of tactics: open upward influence, strategic upward influence, and political upward influence. MANOVA results indicated that while organizational membership, centralization of authority and leader‐member exchange all significantly affect upward influence tactic choices, organizational membership explains more variance than do the other two independent variables.

Attributing Upward Influence Attempts in Organizations

ABSTRACT We examined the attributional processes involved in the success and failure of upward influence tactics and hypothesized that the success or failure of such tactics that affect the self-esteem and self-perception of the subordinate should be attributed to a ego-defensive bias. Male executives (N = 260) from four different organizations in India responded to a questionnaire containing items on influence tactics and the causes of their success or failure. A stepwise multiple regression analysis revealed that the success or failure of reasoning as a tactic was due to a defensiveness bias; success of personalized help and ingratiation had a more factual attribution. The results showing failure for the tactics of defiance and for conditional cooperation and confrontation, however, were mixed and need further explication.

The Role of the Initial Interaction in Leader-Member Exchange

The present research employed a correlational-design laboratory study to examine the initial-interaction component of a developmental model of Graen's leader-member exchange theory of leadership proposed by Dienesch and Liden (1986). The influence of ability, liking, and the three upward-influence tactics of ingratiation, assertiveness, and rationality on the quality of leader-member exchange was examined both from the perspective of group leaders and members. The 188 subjects were assigned to groups of 4 (a leader and 3 members). From the leader's perspective, liking for members and ability of members were the variables most consistently related to quality of leader-member exchange. From the member's perspective, all variables except self-assessed ability were related to quality of leader-member exchange. The differences in perspective between leaders and members are discussed.

Influence tactics and salary attainment: A gender-specific analysis

In this article the linkages between upward influence tactics and salary attainment were studied within the context of observed salary differences between men and women. The data for this field study were gathered from 212 male and 82 female business school graduates. Annual salary was regressed on a set of control variables and six dimensions of upward influence. Separate salary equations were estimated for men and women, and used to study sex-based salary differentials. The results indicated that even though there were few mean differences between men and women in terms of person-centered attributes, the characteristics of employing organizations, or the use of upward influence styles, women earned less than men. The set of upward influence tactics uniquely accounted for variation in salaries for both men and women, and there was evidence of gender specificity in the salarly allocation process. The usefulness of considering upward influence tactics when studying the salary allocation process is emphasized, particularly when the goal is to understand observed salary differences between men and women.

Influence Tactics and Salary Attainment: A Study of Sex-Based Salary Differentials.

The linkages between upward influence tactics and salary attainment were studied within the context of observed salary differences between men and women. Upward influence tactics uniquely accounted for variation in salaries for both men and women, and there was evidence of gender specificity in the salary allocation process.

Organizational context and upward influence tactics

The study examined, in a 3 × 2 within-subjects design, the effects of two contextual variables—immediate superiors' leadership styles and the goals of influence attempts—on subordinates' use of power strategies. Sixty-nine engineering undergraduates participated in role-playing situations and were assigned to superiors with particular leadership styles as well as given influence attempt goals. Major findings were that (a) influence strategies used by subordinates varied as a function of goals sought from superiors, (b) influence strategies used by subordinates were significantly affected by the superiors' leadership styles, and (c) only one significant interaction between the leadership behavior and influence attempt goals, i.e., on blocking strategy, was noted.