Organizational context and upward influence tactics

Abstract

The study examined, in a 3 × 2 within-subjects design, the effects of two contextual variables—immediate superiors' leadership styles and the goals of influence attempts—on subordinates' use of power strategies. Sixty-nine engineering undergraduates participated in role-playing situations and were assigned to superiors with particular leadership styles as well as given influence attempt goals. Major findings were that (a) influence strategies used by subordinates varied as a function of goals sought from superiors, (b) influence strategies used by subordinates were significantly affected by the superiors' leadership styles, and (c) only one significant interaction between the leadership behavior and influence attempt goals, i.e., on blocking strategy, was noted.