Abstract
Naomi was recruited to restructure the administrative systems within a company- Her new’ line manager provided Naomi with the company’s vision lor how this should be done and provided her view on the system that would bring about the desired efficiency gains- Naomi’s manager did not have a background in administration but had been in the company for many years and so knew everyone and was an experienced user of the old systems. Over a period of months Naomi and her manager got to know each other and Naomi also built up her knowledge of the company’s systems and a network of her own contacts. Naomi was keen to make a good impression on her new boss, she worked hard, and discussed her evolving ideas for the restructure with her manager. Unfortunately, Naomi’s manager seemed to reject most of Naomi’s reasoning and ideas- She discounted the evidence Naomi provided and asked Naomi to stick with the original vision, Naomi felt that her boss had not given her, or her ideas, proper regard. She was concerned that her manager was wedded to solutions that would be expensive and inefficient. Can Naomi influence her boss? What should she do? Who should she involve?
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
raduate School of Management, The University of Auckland
Management Department. ALT University
School of Psychology, The University of Auckland
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
References
Aheai’ii, K. K.. Ferris. G. R., Hochwarter, W. A.. Douglas, C., & Ammeter, A. P. (2004). Leader political skill arid team performance, journal of Management, 30, 309–327. doi: 10.1016/J.jm.2003.01.004
Anderson, C. P.. Anses, D. R., & Gosling, S. D. (2008). Punishing hubris: The perils of status self-enhancement in teams and organizations. Personality and Social Psychology Bulletin, 34, 90–101. doi: 10.1177/0146167207307489
Anderson, C.John, O. P., Kelt net, P., & Kring, A.M. (2001). Who attains social stains? Effects of personality arid physical attractiveness in social groups, Journal of Personality andSodal Psychology, 81 (J), 116-1 32.
Appelbauni, S. H., Habashy, 5., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model, Journal of Management Development, 31(8), 764–782.
Arnold, J. A. (2007). The influence of the need for closure on managerial third-party dispute intervention, Journal of Managerial Psychology, 22(5), 496–505.
Ashforth, B. Ë. & Kreiner, G. E. (1999). How can you do it?: Dirty work and the challenge of constructing a positive identity, Academy of Management Reidew, 24(3), 413–434.
Ash ford, S. N., Rothbard, S., Piderit, S., Si Dulton, J. (1998). Out on a limb: The role of context and impression management in selling gender issues, Administration Science Quarterly, 43, 23–557.
Bansal, P. (2003). From issues to actions: The importance of individual concerns and organizational values in responding to natural environmental issues, Organization Science, 14(5), 510–527.
Barbuto Jr, J. E., Fritz, S. M., & Marx, D. (2002). A field examination of two measures of work motivation as predictors of leaders’ influence tactics, The Journal of Social Psychology, 142(5), 601–616.
Barbüto Jr, J. E. & Scholl, R. W. (1999). Leaders” motivation and perception of followers’ motivation as predictors of influence tactics used, Psychological Reports, 84(3c), 1087–1098.
Barbuto, J. E. & Moss, J. A. (2006). Pispositional effects in intra-organizational influence tactics: A meta-analytic review, journal of Leadership and Organizational Studies, 12(3), 30–48. doi: 10.1177/107179190601200303
Barry, B. & Shapiro, D. L. (1992). influence tactics in combination: The interactive effects of soft versus hard tactics and rational exchange, journal of Applied Social Psychology, 2(18), 1399–1480. doi: 10.1111/J.l559-1816.1992.tb00958.x
Baumeister, R. F. & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation, Psychological Bulletin, 117, 497–529.
Baumeister, R. F., Tice, D. M., & Hut ton, D. G. (1989). Self-presenlalional motivations and personality differences in self-esteem, Journal of Personality, 57(2), 547–579.
Bennis, W. & Nanus, B. (1985). Leaders: The Strategy for Taking Charge. New York: Harper & Row.
Berdahl, J. L. & Martorana, P. (2006). Effects of power on emotion and expression a controversial group discussion, European Journal of Social Psychology, 36(4), 497–509.
Bemerth, J. B., Armenakais, A. A., Feild, II. S., Giles, W. F., & Walker, J. J. (2008). The influence of personality differences between subordinates and supervisors on perceptions of I.MX: An empirical investigation, Group and Organization Management, 33(2), 216–240.
Blickte, G. (2000). Do work values predict the use of intraorganizational influence strategies? Journal of Applied Social Psychology, 30, 196–205.
Brihol, P., Petty, R. E., Valie, C., Rucker, D. D., & Becerra, A. (2007). The effects of message recipients’ power before and after persuasion, Journal of Personality and Social Psychology, 93(6), 1040–1053.
Tîrower, TT. TT., Lester,’ S. W., Korsgaard, M. A., & Dineen, B. R. (2009). A doser look at trust between managers and subordinates: Understanding the effects of both trusting arid being trusted on subordinate outcomes, Journal of Management, 35, 327–347.
Tîrower, TT. IT., Schoorman, F. D., & Tan, TT. IT. (2000). A model of reTational leadership: The integration of trust and leader-member exchange, Leadership Quarterly, 11, 227–250.
Brown, J. H., Dovidio, J. F., & Ellyson, S. L. (1990). Reducing sex differences in visual displays of dominance: Knowledge is power, Personality and Social Psychology Bulletin, 16, 358–368.
Brown, P. & Levinson, S. C. (1987). Politeness: Some Universale in Language Usage (Vol. 4). Cambridge University Press.
Bundcrson, J. S. & Reagans, R. E. (2011). Power, status, and learning in organizations, Organization Science, 22(5), 1182–1194.
Caldwell, D. F. & Burger, J. (1997). Personality and soda! influence strategies in the workplace, Personality and Social Psychology Bulletin, 23(10), 1003–1012.
Canary, D. J., Cody, M. J., & Marston, P. J. (1986). Goal types, compliance-gainirig and locus of control, Journal of Language and Social Psychology, 5(4), 249–269.
Carli, T,. T,. (2001). Gender and social influence, Journal of’Social Issues, 57(4), 725–741.
Castro, S. T,., Douglas, C., Hochwarter, W. A., Ferris, G. R., & Trink, D. D. (2003). The effect of positive affect and gender on the influence tactics-job performance relationship, Journal of Leadership and Organizational Studies, /Oil), 1–18.
Cesario, J. & Higgins, E. T. (2008). Making message recipients “feel right”: How non verbal cues can increase persuasion, Psychological Science, 19, 415–420.
Chiaburu, D. S. (2005). The effects of instrumentality on the relationship between goal orientation and leader-member exchange, The Journal of Social Psycholog’, 145(3), 365–357.
Chrisiensen, M. D. (2011). Does Agreement Mattel’? How Supen-isor-Suhordinate Influence Behavior Agreement/Disagreement Contributes to Supervisor Ratings of Subordinate Defectiveness. Sacramento: California State University.
Ciaidini, R. B. & Goldstein, N. J. (2004). Social influence: Compliance and coni’ormiiy, Annual Review of Psychology, 55, 591–62 !.. doi: 10.1146/ amiurev.psych. 55.090902.142015
Colella, A., & Varma, A. (2001). The impact of subordinate disability on leader-member exchange relationships, Academy of Management journal, 44(2), 304–315.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process, Organizational Behavior and Human Performance, 13(1), 46–78. doi: 10.1016/0030–5073(75)90005–7 de Drei:, C. K. W., Koole, S. I,., & Oldersma, F. I.. i!999). On the seizing and freezing of negotiator inferences: Need for cognitive closure moderates the use of heuristics in negotiation, Personality and Social Psychology Bulletin, 25(3), 349–362.
De Grada, E.f Krugianski, A. W., Mannetti, L., & Pierro, A. (1999). Motivated cognition and group interaction: Need for closure affects the contents and processes of collective negotiations, Journal of Experimental Social Psychology, 35, 346–365.
Delis ga, R.J. (1991). The relationship of upward-influencing behavior with subordinate-impression management characteristics, Journal of’ Applied Social Psychology, 21(14), 1145–1160.
Dehiga, R.J. (1998). Leader-member exchange quality and effectiveness ratings: The role of sub ordinal e-supervis or conscientiousness similarity, Group & Organization Studies, 23, 189–216.
Deluga, R. J. & Perry, J. T. (1991). The relationship of subordinate upward influence behavior, satisfaction and perceived superior effectiveness with leader-member exchanges, Journal of Occupational Psychology, 64(3), 239–252.
Dehiga, R. J. Si Perry, J. T. (1994). The role of subordinate performance arid ingratiation in lead er-member exchanges, Group & Organization Studies, 19(1), 67–86. doi: 10.1177/1059601194191004
Diefenbach, T. (2007). The managcrialistic ideology of organizational change management, Journal of Organizational Change Management, 20(1), 126–144.
Dienesch, R. M. & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development, Academy of Management Review, 11(3), 618–634.
Dockery, T. M. & Steiner, D. D. (1990). The role of the initial interaction in leader-member exchange, Group & Organization Studies, 15(4), 395–413.
Drake, B. TL & Moberg, D. J. (1986). Communicating influence attempts in dyads: Linguistic sedatives and palliatives, Academy of Management Review, 11, 567–584.
Dulebohn, J. A.f Bommel, W. H., Liden, R. C.f Brouer, R. L., & Ferris, G. R. (2011). A met-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward to future, Journal of Management, doi: http://dx.doi.org/lU.1177/U1492U6311415280
Dutton, J. A., Ashford, S. J., O’Neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading the wind: How middle managers assess the context for selling issues to top managers, Strategic Management Journal, 18(5), 407–425.
Dutton, J. E., Ashford, S. J., O’Neill, R. M., & Lawrence, K. A. (2001). Moves that mailer: Issue selling arid organizational change, The Academy of Management Journal, 44(4), 716–736.
Engie, E. M. & Lord, T. G. (1997). Implicit theories, self-sehemas, and Leader-Member Exchange, Academy of Management Journal, 40(4), 988–1010.
Erdogan, B. & Liden, R. C. (2002). Social exchanges in the workplace: A review of recent developments and future research directions in leader-member exchange theory: in L. L. Neider & C. A. Schriesheim (eds) Leadership (pp. 65–114). Greenwich, CT: Information Age.
Falbe, C. M. & Yukl, G. (1992). Consequences for managers of using single influence tactics and combinations of tactics, Academy of Management Journal,, 15(3), 638–652. doi: 10.2307/256490
Farmer, S. M., Maslyn, J. M., Fedor, D. B., & Goodman, J. S. (1997). Putting upward influence strategies in context, journal of Organizational behavior, 18, 17–42. doi: 10.1002/(S1C1)1099–1379(199701)
Ferris, G. R., Davidson, S., & Perrewe, P. (2005). Political Skill at Work: Impact on Work Effectiveness. Palo Alto, CA: Davies-Black Publishing. Retrieved from http://proquest.uiiu.com/pqdiink7did-93125 736 l&Fmt=7&clientId-1339S&R QT=3 09 & VNa m e=PQD
Fiske, M. H. & Ofshe, R. (1970). The process of status evolution, Sociornetry, 330), 327–346.
Fiske, S. (2004). Social Beings: A Core Motives Approach to Social Psychology. New York: Wiley.
Fiske, S. T. & Berdahl, J. (2007). Social power: in A. W. Kruglanski & H. T. Higgins (eds) Social Psychology: Handbook of Basic Principles (pp. 678–692). Mew York: Guilford. `Forgas, J. (2007). When sad is better than happy: Negative affect can improve the quality and effectiveness of persuasive messages and social influence strategies, Journal of Experimental Social Psychology, 43(4), 5–1.3–528.
French, J. R. Si Raven, B. (1959). The Bases of Social Power. Ann Arbor MI: University of Michigan Press.
Frese, M., Teng, E., & Wijnen, C.J. D. (1999). Helping to improve suggestion systems: Predictors of making suggestions in companies, Journal of Organizational behavior, 20, 1139–1155.
Fu, P. P., Kennedy, J., Tata, J., Yukl, G., Bond, M. H, Peng, T. K., Cheosakul, A. (2004). The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: A meso approach, Journal of International Business Studies, 35(4), 284–305.
Fu, P. P. & Yukl, G. (2000). Perceived effectiveness of influence tactics in the United States and China, The Leadership Quarterly, 77(2), 251–266. doi: doi.org/ICa 046/81048–9843(00)00039–4
Fürst, S. A. & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange, Journal of Applied Psychology, 93(2), 453–462.
Gomez, C. St Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment, Group & Organization Management, 26, 53–69.
Graen, G. & Cashman, J. (1975). A role-making model of leadership in formal organizations: A development approach: in J. G. Hunt & L. L. Larson (eds) Leadership Frontiers fpp. 143-1651. Kent, OH: Kent State University.
Graen, G. B. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective, The Leadership Quarterly, 6(2), 219–247.
Graen, G. B., Wakabayashi, M., Graen, M. R., & Graen, M. G. (1990). International generalIzablHry of American hypotheses about Japanese management progress: A strong inference investigation, The Leadership Quarterly, 1(1), 1–24.
Groysberg, B., Polzer, J. T., & Elfenbein, H. A. (2011). Too many cooks spoil the broth: How high-status individuals decrease group effectiveness, Organization Science, 22(3), 722–737. doi: 10.1287/orsc.lldo.0547
Gupta, S. St Case, T. I,. (1980). Managers’ outward influence tactics and their conséquences: An exploratory study, Leadership and Organization Devdopmmt Journal, 20(6), 300–308.
Gurevitch, Z. D. (1984). Impression formation during tactical self-presentation, Social Psychology Quarterly, 47(3), 262–270.
Halevy, M., Chou, E. Y., Galinsky, A. D., &Mumighan, J. K. (2012). When hierarchy ins: Evidence from the national basketball association, Social Psychological and Personality Science, 3(4), 398–406. doi: 10.1177/1948550611424225
Hall, J. A., Coats, E. J., & LeBeau, L. S. (2005). Nonverbal behavior and the vertical dimension of social relations: A meta-analysis, Psychological Bulletin, 131(6), 898–924.
Harris, K.J., Kacrnar, K. M., Zivnuska, S., & Shaw, J. D. (2007). The impact of political skill on impression management effectiveness, Journal of Applied Psychology, 92(1), 278–285. doi: 10.1037/0021–9010.92.1.278
Harrison, A. W., Hochwartcr, W. A., Perrewe, P. L., & Ralston, D. A. (1998). The ingratiation construct: An assessment of the validity of the Measure of lngratiatory Behaviors in Organizational Settings (M1BOS), Journal of Applied Psychology, 83(6), 932.
Higgins, C. A., judge, T. A., & Ferris, G. R. (2003). influence tactics and work outcomes: A meta-analysis, Journal of Organizational behavior, 24, 89–106. doi: 10.1002/job.l81
Hochwarter, W. A., Pearson, A. W., Ferris, G. R., Perrewe, P. I,., & Ralston, D. A. (2000). A reexamination of Schreisheim and Hin kin’s (1990) measure of upward influence, Educational and Psychological Measurement, 60(5), 755–771.
Holmes, J. G. & Rempel, J. K. (1989). Trust in close relationships: in C. Hendrick (ed.) Close Relationships (pp. 187–220). Newbury Park, CA: Sage.
Howard-Grenville, J. A. (2007). Developing issue-selling effectiveness over time: Issue selling as resourcing, Organization Science, 18(A). 560–577.
Hummel, J. E. & Holyoak, K. J. (2003). A symbolic-coimectionist theory of relational inference and generalization, Psychological Review, 110\2), 220-264. doi: 10.1037/0033–295X.110.2.220
Imada, A. S. St Hakel, M. D. (1977). Influence of nonverbal communication and raler proximity impressions and decisions in simulated employment interviews, Journal of Applied Psycholog’, 62, 295–300.
Janssen, O. & Van Yperen, ïsl. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction, Academy of Management Journal, 47, 368–384.
Jones, G. R. & George, J. M. (1998). The experience and evolution of trust: Implications for cooperation and teamwork, Academy of Management Review, 23(3), 531–546. jost, J. T., Banaji, M. R., ST Nosek, B. A. (2004). A decade of system justification theory: Accumulated evidence of conscious and unconscious bolstering of the status quo, Political Psychology, 25(6), 881–920. judge, T. A. St Bretz, R. D. (1994). Political influence behavior and career success, Journal of Management, 20(1), 43–65.
Kacmar, K. M., Carlson, D. S., & Bratton, V. K. (2004). Situational and dispositional factors as antecedents of ingratiatory behaviours in organizational settings. Journal of Vocational behavior, 65, 309–331. doi: 10.1016/ J.jvb.2003.09.002
Kacmar, K. M., Delery, J. E., & Ferris, G. R. (2006). Differential effectiveness of applicant impression management tactics on employment interview decisions, Journal of Applied Social Psychology, 22(16), 1250–1272.
Kellner, P., Gnienfeld, D. II., St Anderson, C. (2003). Power, approach and inhibition, Psychological Review, 110(2), 265–284.
Kenton, S. B. (1989). Speaker credibility in persuasive business communication. A model which explains gender differences, Journal of Business Communication, 260, 143–157.
King, C. L. (2010). Beyond persuasion: The rhetoric of negotiation in business communication, The Journal of Business Communication, 47(1), 69–78.
Kipnis, P. & Schmidt, S. M. (1988). Upward-influence styles: Relationship with performance evaluation, salary, and stress, Administrative Science Quarterly, 33(4), 528–542.
Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intra organizational influence tactics: Explorations in getting one’s way, Journal of Applied Psychology, 65(4), 440–452. doi: 10.1037/0021–9010.65.4.440
Kolodinsky, R. W., Treadway, D. C., & Ferris, G. R. (2007). Political skill and influence effectiveness: Testing portions of an expanded Penis and Judge (1991) model, Human Relations, 60(12), 1747–1777. doi: 10.1177/ 0018726707084913
Kotter, J. P. (1996). Leading Change. Boston, MA: Harvard Business School Press.
Kramer, R. M. & Came vale, P. J. (2001). Trust, and intergroup negotiation: in R. Brown & S. Gaertner (eds) Blackwell Handbook of Social Psychology: Intergroup Processes (pp. 431–450). Maiden, MA: Blackwell.
Krishnan, V. R. (2004). Impact of transformational leadership on followers’ influence strategies, Leadership & Organization Development Journal, 25(1), 58–72.
Kumar, K. & Beyerlain, M. (1991). Construction and validation of an instrument for measuring ingratiatory behaviors in organizational settings, Journal of Applied Psychology, 76, 619–627.
Leavitt, H. J. (2005). Top Down: Why Hierarchies are Here to Stay and How to Manage Than More Effectively. Boston, MA: Harvard Business School Press.
Leong, J. L. T., Bond, M. II., & Fu, P. P. (2007). Perceived effectiveness of influence strategies among Hong Kong managers, Asia Pacific Journal Manage, 24, 75–96.
Liden, R. C. & Graen, G. (1980). Generalizabiiity of the vertical dyad linkage model of leadership, The Academy of Management Journal, 23(3), 451–465.
Liden, R. C. St Masiyn, J. (1998). Multidimensional! ty of leader-member exchange: An empirical assessment through scale development, Journal of Management, 24, 43–72. liden, R. C. St Mitchell, T. R. (1988). Ingratiatory behaviors in organizational settings, Academy of Management Review, 13(4), 572–587. liden, R. C., Wayne, S. J., & Stilwell, P. (1993). A longitudinal study on the early development of leader-member exchanges, Journal of Applied Psychology, 78(4), 662–674. doi: 10.1037/0021–9010.78.4.662
Liviatan, f. Sc jost, J. T. (2011). Special issue: System justification theory motivated social cognition theory in the service of the status quo. Social Cognition. 29(3),. 231–237.
Lueger, M., Sander, K., Meyer, R., St Ilammerschmid, G. (2005). Corit equalizing influence activities: An objective hermeneutical approach, Organization Studies, 26, 1145–1168.
Magee, M. C. Sc Galin sky, A. D. (2008). Social hierarchy: The self-reinforcing nature of power and status, The Academy of Management Annals, 2(2), 35 1–398.
Maslyn, J. M., Farmer, S. M., Sc Fedor, D. B. (1996). Failed upward influence attempts: Predicting the nature of subordinate persistence in pursuit of organizational goals, Group & Organization Management, 21(4), 461–480.
Maslyn, J. M. Sc Uhl-Bien, M. (2001). Leader-member exchange and its dimensions: Effects of self-effort and other’s effort on relationship quality, Journal of Applied Psychology, 86, 697–708.
McAllister, D.I. (1995).. Affect and cognitive based trust as foundations for interpersonal cooperation in organizations, Academy of Management Journal, 38, 24–59.
Meaney, M. Sc Pung, C. (2008). McKinsey global results: Creating organizational transformations, The McKinsey Quarterly, August, 107.
Meyer, R. C., Davis, J. H., Sc Schoorman, F. (1998). An integrative model of organizational trust, Academy of Management Review, 20.
Mintzberg, H. (1979). The Structuring of Organizations: Â Synthesis of the Research, Englewood Cliffs, NJ: Prentice-Nail.
Mohn, L. D., Peterson, G. Sc Takahashi, N. (1999). Power in negotiated and reciprocal exchange, American Sociological Review’, 64, 876–890.
Morrison, E. W. Si” Phelps, C. C. (1999). Taking charge at work: Extra-role efforts to initiate workplace change, Academy ofManagement Journal, 42(4), 403. doi: Retrieved from http://www.jstor.org/stable/257011
Murphy, S. E. Sc Ensher, E. A. (1999). The effects of leader and subordinate characteristics in the development of leader-member exchange quality, Journal of Applied Social Psychology, 29(7), 1371–1394. doi: 10.1111/J.1559–1816.1999.tb00144.x
Murray, S. L., Holmes, J. G., & Griffin, D. W. (1993). The benefits of positive illusions: Idealization and the construction of satisfaction in close relationships, Journal of Personality and Social Psycholog)’, 70(1), 79–98.
Orpen, C. (1996). Dependency as a moderator of the effects of network! rig behavior on managerial career success, The Journal of Psychology, 130(3), 245–248.
Pfeffer, J. (1981). Power in Organizations. Maishfieid, MA: Pitman.
Pfeffer, J. Sc Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper Row.
Pintrich, P. R. (2003). A motivational science perspective on the role of student motivation in learning and teaching contexts, Journal of Educational Psychology, 95(4), 667–686.
Poppe, M., van der Kloot, W., Sc Valkenburg, IL (1999). The implicit stnicture of influence strategies and social relationships, Journal of Social and Personal Relationships, 16(A), 443–458.
Ralston, D. A. Sc Elsass, P. M. (1989). Ingratiation and impression management in the organization: in R. A. Giacalone and P. Rosenfeld (eds) Impression Management in the Organization (pp. 235 249). Hillsdale, NJ: Lawrence Eribaum Associates.
Ralston, D. A. & Pearson, A. (20031. Measuring interpersonal political influences in organizations: The development of a cross-cultural instrument of upward influence strategies: in L. Weatberly (ed.) Southern Management Association Proceedings. Reirieved from http://www.soutbernmanagement.org/meet-i n gs/2003 /pro ce edings/flashpop. h tm
Raven, B. II. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later, Journal of Social Behaviour and Personality, 7, 217–244.
Ringer, R. C. & Boss, R. W. (2000). Hospital professionals’ use of upward influence tactics, journal of Managerial Issues, 7, 92–108.
Savard, C. J. & Rogers, R. W. (1992). A self-efficacy and subjective expected utility theory analysis of the selection and use of influence strategies, Journal of Social Behm-ior and Personality. 7(2), 273–292.
Schermerhom Jr., J. R. & Bond, M. H. (1991). Upward and downward influence tactics in managerial networks: A comparative study of Hong Kong Chinese and Americans, Asia Pacific Journal of Management, 8(2), 147–153.
Sehmid Mast, M. & Hall, J. A. (2004). Who is the boss and who is not? Accuracy of judging status, Journal of Nonverbal behavior, 28(3), 145–165.
Schmidt, S. M. & Kipnis, D. (1984). Managers’ pursuit of individual and organizational goals, Human Relations, 37, 781–794.
Schreyogg, G. St Sydow, J. (2011). Organizational path dependence: A process view, Organization Studies, 32(3), 321–335. doi: 10.1177/0170840610397481
Schriesheim, G. St Ilinkin, T. (1990). Influence tactics used by subordinates: A theoretical and empirical analysis and refinement, of the Kipnis, Schmidt, and Wilkinson subscales, Journal of’Applied Psychology, 75, 246–257.
Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader-Member Exchange (LMX) research: A comprehensive review of theory, measurement and data-analytic practices, Leadership Quarterly, 10, 63–113.
Simon, H. (1953). Notes on the observation and measurement of political power, journal of Political Power, 15, 500–516.
Simpson, E. (‘2006). Muslim Society and the Western Indian Ocean: The Seafarers of Kachchh. London; New York: Routledge.
Stahelski, A.J. & Paynton, C. F. (1995). The effects of status cues on choices of social power and influence strategies, The Journal of Soda! Psychology, 135, 553–560.
Staw, B. M. & Barsade, S. (1993). Affect and managerial performance: A test of the sadder-but-wiser vs. happier-and-smarter hypotheses, Administrative Science Quarterly, 38, 304–331.
Stewart, G. L., Dustin, S. L., Barrick, M. R., & Darnold, T. C. (2008). Exploring the handshake in employment interviews, Journal of Applied Psychology, 93(3), 1139–1146.
Sweeney, P. J., Thompson, V., & Blanton, II. (2009). Trust and influence in combat: An interdependence model, Journal of Applied Social Psychology, 39(1), 235–264.
Tepper, B. J., Brown, S. J., Sc Hunt, M. D. (1993). Strength of subordinates” upward influence tactics and gender congruency effects, journal of Applied Social Psychology, 23(22), 1903–1919. doi: 10.1111/J.l559-1816.1993.tb01072.x
Thacker, R. A. & Wayne, S. J. (1995). An examination of the relationship between upward influence tactics and assessments of promotability, journal of Management, 21, 739–756.
Thibaui, J. W. & Kelley, TT. TT. (1959). The Social Psychology of Groups- New York: Wiley.
Tiedens, I,. 7.., Unzueia, M. M., & Young, M.J. (2007). An unconscious desire for hierarchy? The motivated perception of dominance complementarity in task partners, Journal of Personality and Social Psycholog)’, 93(3), 402–414.
Treadway, D. C., Ferris, G. R., Duke, A. B., Adams, G. L., & Thatcher, J. B. (2007). The moderating role of subordinate political skill on supervisors’ impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation, Journal of Applied Psychology, 92(3), 848–855. doi: 10.1037/0021–9010.92.3.848
Tregaskis, O. (2003). Learning networks, power and legitimacy in multinational subsidiaries, International Journal of Human Resource Management, 14(3), 431–447.
Trope, Y. fit Liberman, N. (2003). Temporal construal, Psychological Review, 110(3), 403–421.
Van Knippenberg, B. fit Steensma, H. (2003). Future interaction expectation and the use of soft and hard influence tactics, Applied Psychology: An International Review, 52(1), 55–67. doi: 10.1111/1464–0597.00123
Van Knippenberg, B., Van Knippenberg, D., Blaauw, E., & Vermunt, R. (1999). Relational considerations in the use of influence tactics, Journal of Applied and Social Psychology, 29, 806–819.
Vanna, A., Tob, S. M., & Fichier, S. (2006). Ingratiation in job applications: Impact on selection decisions, Journal of’Managerial Psychology, 2713), 200–210.
Vecchio, R. P. & Sussman, M. (1989). Preferences for forms of supervisory social influence, Journal of Organizational behavior, 70(2), 1 35–144.
Wayne, S. J. & Penis, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study, Journal of Applied Psycholog’, 75, 487–499.
Wayne, S. J. & Green, S. A. (1993). The effects of ie ad er-member exchange on employee citizenship and impression management behavior, Human Relations, 46(12), 1431–1440.
Wayne, S.J. & Kaemar, K. M. (1991). The effects of impression management on ihe performance appraisal process, Organizational Behavior and Human Decision Processes, 48, 70–88.
Wayne, S. J., Tiden, R. C., Graf, T. K., & Ferris, G. R. (1997). The role of upward influence tactics in human resource decisions, Personnel Psychology, SO, 979–1006.
Wayne, S. [., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective, Academy of Management Journal, 40(1), 82–111.
Wortman, C. B. & Linsenmeier, J. A. (1977). Interpersonal attraction and techniques of ingratiation in organizational settings: in B. M. St.aw & G. R. Salandk (eds) New Directions in Organizational behavior (pp. 1 33-1 78).
Yukl, G. (1989). Managerial leadership: A review of theory and research, Journal of Management, 75(2), 251–289. doi: 10.1177/014920638901500207
Yukl, G. & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts, Journal of Applied Psycholog1, 72(2), 132–140. doi: 10.1037/0021–9010.75.2.132
Yuki, G., Lepsiiiger, R., & Lucia, A. (1992). Preiiminary report on development and validation of the influence behavior questionnaire: in K. Clark, M. B. Clark, & D. Campbell (eds) Impact of Leadership, Genta for Creative. Leadership (pp. 41 7-427). Greensboro: NC.
Yuki, G. & Michel, J. W. (2006). Proactive influence tactics and leader member exchange: in C. A. Schriesheim & I,. I,. Neider leds) Power and Influence in Organizations: New Empirical and Theoretical Perspectives (pp. 87–104). Miami, FT,: Information Age Publishing Inc.
Yuki, G., Seifert, C., & Chavez, C. (2008). Validation of the extended influence behavior questionnaire, The Leadership Quarterly, 19(5), 609–621.
Yuki, G. & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers and the boss, journal of Applied Psychology, 77, 525–535.
Zand, D. (1972). Trust and managerial problem solving, Administrative Science Quarterly, 17, 230–239.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Copyright information
© 2013 Susan Geertshuis, Rachel L. Morrison and Helena D. Cooper-Thomas
About this chapter
Cite this chapter
Geertshuis, S., Morrison, R.L., Cooper-Thomas, H.D. (2013). The Influential Subordinate: An Oxymoron or a Daily Necessity?. In: Morrison, R.L., Cooper-Thomas, H.D. (eds) Relationships in Organizations. Palgrave Macmillan, London. https://doi.org/10.1057/9781137280640_5
Download citation
DOI: https://doi.org/10.1057/9781137280640_5
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-44781-7
Online ISBN: 978-1-137-28064-0
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)