Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/how-managers-influence-superiors-a-study-of-upward-influence-tactics-LNwhgIjiMM
References (15)
-
10.1177/001872677502800306
-
10.1016/0030-5073(75)90005-7
-
10.2307/41164982
-
10.2307/2392305
-
10.2307/2392437
-
10.1016/0090-2616(77)90028-6
-
Gabarro Jj, Kotter Jp (1980)
Managing your boss: a compatible relationship with your superior is essential to being effective in your job.Harvard Business Review, 58
-
10.1037/h0061470
-
10.2307/255511
-
E. Locke (1976)
The nature and causes of job satisfaction -
10.2307/2390947
-
10.2307/41164852
-
10.1037/0021-9010.65.4.440
-
10.1016/0022-1031(82)90081-6
-
R. Kanter (1998)
Power failure in management circuits.Harvard business review, 57 4
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 0143-7739
- DOI
- 10.1108/eb053641
- Publisher site
- See Article on Publisher Site
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 and longterm outcomes of successful and unsuccessful influence episodes. Successful influence attempts were found to enhance longterm influence, to encourage managers to become more active in trying to influence superiors, and to be associated with increased earnings, advancement, and improved confidence.
Journal
Leadership & Organization Development Journal – Emerald Publishing
Published: Apr 1, 1988