How Managers Influence Subordinates: An Empirical Study of Downward Influence Tactics

Lloyd N. Dosier; Thomas L. Case; J. Bernard Keys

doi:10.1108/eb053645

How Managers Influence Subordinates: An Empirical Study of Downward Influence Tactics

Lloyd N. Dosier, Thomas L. Case, J. Bernard Keys

Emeriti, Retired & In Memoriam (PCOB)

Georgia Southern University

Research output: Contribution to journal › Article › peer-review

20 Scopus citations

Abstract

Today managers seem to be relying on informal influence processes more than on formal power and authority when leading subordinates[1, 2]. Perhaps this is due to the limits imposed on managerial power by courts, unions and organisational policy — or perhaps to an increased behavioural sensitivity of managers. This article will examine the pattern of influence tactics used by managers to bring about desired behaviour of subordinates.

Original language	American English
Journal	Leadership and Organizational Development Journal
Volume	9
DOIs	https://doi.org/10.1108/eb053645
State	Published - May 1 1988

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Business Administration, Management, and Operations

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https://doi.org/10.1108/eb053645

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title = "How Managers Influence Subordinates: An Empirical Study of Downward Influence Tactics",

abstract = "Today managers seem to be relying on informal influence processes more than on formal power and authority when leading subordinates[1, 2]. Perhaps this is due to the limits imposed on managerial power by courts, unions and organisational policy — or perhaps to an increased behavioural sensitivity of managers. This article will examine the pattern of influence tactics used by managers to bring about desired behaviour of subordinates.",

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N2 - Today managers seem to be relying on informal influence processes more than on formal power and authority when leading subordinates[1, 2]. Perhaps this is due to the limits imposed on managerial power by courts, unions and organisational policy — or perhaps to an increased behavioural sensitivity of managers. This article will examine the pattern of influence tactics used by managers to bring about desired behaviour of subordinates.

AB - Today managers seem to be relying on informal influence processes more than on formal power and authority when leading subordinates[1, 2]. Perhaps this is due to the limits imposed on managerial power by courts, unions and organisational policy — or perhaps to an increased behavioural sensitivity of managers. This article will examine the pattern of influence tactics used by managers to bring about desired behaviour of subordinates.

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JO - Leadership and Organizational Development Journal

JF - Leadership and Organizational Development Journal

ER -

How Managers Influence Subordinates: An Empirical Study of Downward Influence Tactics

Abstract

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