How Managers Influence Superiors: A Study of Upward Influence Tactics

Thomas L. Case; Lloyd N. Dosier; Eugene Murkison; Richard Stapleton; J. Bernard Keys

doi:10.1108/eb053641

How Managers Influence Superiors: A Study of Upward Influence Tactics

Thomas L. Case, Lloyd N. Dosier, Eugene Murkison, Richard Stapleton, J. Bernard Keys

Emeriti, Retired, & In Memoriam (PCOB)

Georgia Southern University

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

31 Scopus citations

Abstract

<p> 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 short&hyphen; and long&hyphen;term outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance long&hyphen;term influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.</p>

Original language	American English
Journal	Leadership and Organizational Development Journal
Volume	9
DOIs	https://doi.org/10.1108/eb053641
State	Published - Jan 1 1988

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Business Administration, Management, and Operations

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https://doi.org/10.1108/eb053641

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title = "How Managers Influence Superiors: A Study of Upward Influence Tactics",

abstract = " 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 short&hyphen; and long&hyphen;term outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance long&hyphen;term influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.",

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AU - Keys, J. Bernard

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N2 - 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 short&hyphen; and long&hyphen;term outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance long&hyphen;term influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.

AB - 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 short&hyphen; and long&hyphen;term outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance long&hyphen;term influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.

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How Managers Influence Superiors: A Study of Upward Influence Tactics

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