Consequences of Influence Tactics Used With Subordinates, Peers, and the Boss

A field study was conducted to discover how a manager's use of nine different influence tactics is related to target task commitment and the manager's effectiveness. The variables were measured with a questionnaire filled out by subordinates, peers, and the boss of each manager. The most e...

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Bibliographic Details
Published in:Journal of applied psychology 1992-08, Vol.77 (4), p.525-535
Main Authors: Yukl, Gary, Tracey, J. Bruce
Format: Article
Language:English
Subjects:
Biological and medical sciences
Commitment
Consequence
Effectiveness
Employee Interaction
Fundamental and applied biological sciences. Psychology
Human
Influence
Interpersonal communication
Interpersonal influence
Interpersonal Influences
Job Performance
Labour relations
Management Personnel
Management styles
Managers
Occupational psychology
Organization and management. Professional relation
Organizational behavior
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Social research
Statistical analysis
Strategies
Studies
Tactics
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Summary:A field study was conducted to discover how a manager's use of nine different influence tactics is related to target task commitment and the manager's effectiveness. The variables were measured with a questionnaire filled out by subordinates, peers, and the boss of each manager. The most effective tactics were rational persuasion, inspirational appeal, and consultation; the least effective were pressure, coalition, and legitimating. Ingratiation and exchange were moderately effective for influencing subordinates and peers but were not effective for influencing superiors. Inspirational appeal, ingratiation, and pressure were used most in a downward direction; personal appeal, exchange, and legitimating were used most in a lateral direction; coalitions were used most in lateral and upward directions; and rational persuasion was used most in an upward direction.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.77.4.525