UPWARD INFLUENCE TACTICS AS A FUNCTION OF ORGANIZATIONAL CLIMATE AND GOALS OF INFLUENCE ATTEMPT (original) (raw)
Related papers
Intraorganizational influence tactics: Explorations in getting one's way.
Journal of Applied Psychology, 1980
The tactics used by people at work to influence their superiors, co-workers, and subordinates were investigated in two studies. In the first study, 165 lower-level managers wrote essays describing an incident in which they influenced either their bosses, co-workers, or subordinates. Through content analysis, a total of 370 influence tactics grouped into 14 categories were identified. The tactics ranged from the use of rational discussion through the use of exchange tactics to the use of clandestine tactics. In a second study, the 370 influence tactics were rewritten into a 58-item questionnaire. New respondents described the extent to which they used each item to influence their bosses (n = 225), co-workers (n = 285), or subordinates (n = 244). Based on afactor analysis of the questionnaire, eight dimensions of influence were found: assertiveness, ingratiation, rationality, sanctions, exchange, upward appeals, blocking, and coalitions. It was found that the frequency with which each influence dimension was used related to the relative power of the respondents and their targets of influence, the reasons for exercising influence, the resistance of the target person, the organizational status of the respondents, organizational size, and whether the organization was unionized. Sex of the respondents and sex of the respondents' bosses, however, were not related to the choice of influence tactics in the present study.
Human Resource Management, 2005
We examined 62 lateral influence episodes to more fully understand the process used by executives to gain the support of peers for new initiatives. Behavioral complexity theories (cf. Zaccaro, 2001) were used to formulate the research questions related to this study and interpret the results. Interestingly, target assessment factors were connected to certain preparation efforts and the use of specific influence tactics. Executives' preparation efforts, however, were not associated with influence tactic use. Implications for HR professionals and directions for research are discussed.
Journal of Organizational Behavior, 2002
The present study examined superiors' tendency to utilize different top±down in¯uence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and ®fty-®ve subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the in¯uence strategy questionnaire to in¯uence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular in¯uence strategy. The results suggest that power should be discussed in relative rather than absolute terms.
INFLUENCE TACTICS AS A FUNCTION OF PERSONAL AND ORGANIZATIONAL CHARACTERISTICS
This study aims at investigating the underlying dynamics of the downward influence process in organizations. Two hundred and sixty male executives representing four organizations in northern India participated in the study. Results provide strong support to the hypothesis that the use of power strategies varies as a function of the bases of power, the goals of the attempt to influence, and the personal characteristics of the influencing agent. The perceived climate of the organization is found to have no impact on the use of influence tactics. The implications of these findings for those in managerial roles are discussed, and directions for future research are suggested. Note: This paper is based on the doctoral work of the first author which was conducted under the supervision of the second author. We wish to thank Dr. Howard J Baumgartel and Dr. Edward Wike of the University of Kansas for helpful comments. An important element of managerial work is the exercise of influence. Power...
Organizational context and upward influence tactics
Organizational Behavior and Human Decision Processes, 1987
The study examined, in a 3 x 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.
Organizational context and leader’s use of influence strategies
Two factorial studies, based on role-playing situations, are reported in this paper. Study 1 (N = 88 second-year engineering majors) examined the impact of organizational climate and subordinate performance on leaders' use of influence strategies. While climate had little or no impact,/ subordinate performance influenced significantly the two of the nine influence strategies--positive sanctions and withdrawal. The higher the subordinate performance perceived by the subjects the greater the likelihood of using these strategies. Study 2 (N = 88 first-year engineering majors) examined the role of subordinate performance and leader-member relationships on leaders' use of influence strategies. The findings regarding the performance effect were as evident in the second study as they were in the first. Additionally, the data indicated that the use of strategies is a function of the interaction between subordinate performance and leader-member relationships. Implications of these findings both for those in leaderships roles and for future research are discussed.
When executives influence peers: Does function matter?
Human Resource Management, 2003
Executives often spend considerable time and energy trying to influence peers to support new initiatives (e.g., Conger, 1998;. That said, we know relatively little about how executives actually influence their peers. Using a sample of 132 executives, the present study found that finance executives differed the most from other executives in terms of the influence tactics and contexts used when influencing peers. Human resource executives also differed considerably from their counterparts in operations regarding influence tactics and contexts. Possible explanations, directions for future research, and implications for management are discussed.