How managers influence subordinates: An empirical study of downward influence tactics

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.