scholarly journals Effects of leader behavior on subordinate's upward influence tactics and relationship between subordinate and leader.

1992 ◽  
Vol 63 (2) ◽  
pp. 107-113 ◽  
Author(s):  
Katsuyoshi Fuchigami
Keyword(s):  
Leader Behavior ◽  
Influence Tactics ◽  
Upward Influence

scholarly journals The effectiveness of upward influence tactics in school counseling embeddedness

2017 ◽  
Vol 88 (2) ◽  
pp. 177-183 ◽  
Author(s):  
Masafumi Kamada ◽  
Hisako Nishiyama ◽  
Yuko Sakoda
Keyword(s):  
School Counseling ◽  
Influence Tactics ◽  
Upward Influence

Paths from leadership to upward influence

2014 ◽  
Vol 10 (3) ◽  
pp. 243-259 ◽  
Author(s):  
Tuan Luu
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Consumer Goods ◽  
Structural Equation ◽  
Influence Tactics ◽  
Middle Level ◽  
Equation Modeling ◽  
Upward Influence ◽  
Content Type ◽  
Influence Behavior

Purpose – This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues. Design/methodology/approach – Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers. Findings – From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics. Originality/value – Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.

Supervisors' Influence Tactics for Handling Managers' Resistance

1994 ◽  
Vol 75 (1) ◽  
pp. 371-374 ◽  
Author(s):  
Kevin G. Lamude
Keyword(s):  
Health Care ◽  
Stepwise Regression ◽  
Health Care Organizations ◽  
Support Staff ◽  
Influence Tactics ◽  
Upward Influence

This study examined perceptions of superiors' upward-influence tactics in response to managers' resistance attempts described in 1980 by McLaughlin, Cody, and Robey. Based on influence tactics identified by several researchers, a questionnaire was developed to investigate supervisors' use of “hard” and “soft” upward-influence tactics in response to descriptions of perceived resistance from target managers. Responses were obtained from 167 supervisors involved in the management of technical and support staff personnel of four health-care organizations and submitted to stepwise regression. Soft upward-influence tactics were positively associated with attempts to justify resistance. Hard upward-influence tactics were negatively related to resistant negotiation.

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