THE INTERACTIVE EFFECTS OF ROLE CHANGE GOALS AND RELATIONAL EXCHANGES ON EMPLOYEE UPWARD INFLUENCE TACTICS

Employee upward influence for role changes implicates involvement in decision making, fit, and organizational functioning. Porter, Allen, and Angle's framework is used to explore employee upward influence with supervisors during role change. Tactic selection is hypothesized to vary as a functio...

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Bibliographic Details
Published in:Management communication quarterly 2005-02, Vol.18 (3), p.385
Main Authors: Olufowote, James O, Miller, Vernon D, Wilson, Steven R
Format: Article
Language:eng ; ger
Subjects:
Behavior
Decision making
Effects
Employee involvement
Employee promotions
Employees
Hypotheses
Leader-member exchange
Objectives
Organizational behavior
Rationality
Roles
Studies
Supervisors
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Summary:Employee upward influence for role changes implicates involvement in decision making, fit, and organizational functioning. Porter, Allen, and Angle's framework is used to explore employee upward influence with supervisors during role change. Tactic selection is hypothesized to vary as a function of role change goals (i.e., magnitude of change and degree of personal and organizational benefit sought) and the quality of the leader-member exchange (LMX). Regression analyses of employee surveys (N = 128) indicate that employee goals (i.e., both personal and organizational) and the magnitude of role change interact to predict employee use of rationality and coalition. Furthermore, LMX and the magnitude of change interact to predict employee rationality. Implications for research and practice are discussed. [PUBLICATION ABSTRACT]
ISSN:0893-3189
1552-6798