7 research outputs found
How Managers Influence Subordinates: An Empirical Study of Downward Influence Tactics
An empirical study of managerial influence tactics is described using a structured interview process. Two hundred and fiftyâseven usable narrative accounts of downward influence attempts were obtained using this approach. Respondents also reported the nature of the influence attempt, the reasons for success or failure, whether other people were used, and the longâterm consequences of the influence attempt. These categories derived, described successful and unsuccessful attempts by a wide variety of managers in both private and public sector organisations, large and small. Influence tactics were organised into 17 categories by a systematic and wellâestablished process. One way chiâsquare tests were used to analyse categorised responses. Generally it was found that influence tactic success was more likely when associated with the initiation of new tasks or goals and more likely to fail when trying to eliminate subordinate violation of rules, procedures, or policies. There was a trend for more threatening tactics to be more closely associated with unsuccessful than successful influence attempts. The data suggest that shortâterm influence tactic success may be obscured in the research by the use of multiple tactics and by longâterm relationships and that unsuccessful influence attempts may result in the deterioration of interpersonal relationships
How Managers Influence Superiors: A Study of Upward Influence Tactics
A field study was conducted to investigate the methods used by subordinate managers to influence superiors. Unlike previous upward influence studies, the investigation provides a detailed picture of upward influence approaches, addresses the issue of how managers combine influence tactics, and examines both the shortâ and longâterm outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance longâterm influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence
Learning from unusual events /
Fifty-sixth annual meeting of the Academy of management, Cincinnati, Ohio August 11-14, 199