Organizational Context and Upward Influence: An Experimental Study of the Use of Power Tactics

Article Abstract:

Studies on power in leadership abound. This study centers on the study of the use of power tactics by subordinates in a work-related activity. Two study groups were presented organizational scenarios in which to identify their individual role playing tactics. Assumptions were made that in organizations that support rational activities, the worker/subjects would respond with rational tacts. In non-rational, political organizations, the workers/subjects would resort to political maneuvers for control and power. Both assumptions were generally found to be true. One important implication is that top management can be responsible for climate and organizational context that fosters political tactics.

Human resource management, Political aspects, Organizational behavior, Power (Social sciences), Political power

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Upward influence activity in strategic decision making

Article Abstract:

Middle managers (MM's) are effective in making policy decisions when little strategic risk is involved, and have significant influence on their superiors. MM's in financial and marketing positions have more clout than their colleagues in other departments, possibly because their decisions have a stronger impact on their organizations. MM's from the private sector in general and small companies in particular have more influence than those in either the public sector or in large organizations. MM's who have worked for their superiors for a long time, share their values, and have mutual work needs and expectations have considerable influence in high-risk, strategic decision-making.

Case studies, Middle managers

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Methods of upward influence, motivational needs, and administrators' perceptions of their supervisors' leadership styles

Article Abstract:

College administrators' use of upward influence methods, administrators' motivational needs, and administrators' opinions of the leadership styles of their supervisors were researched using a sample of 144 department administrators of hospitality education programs in institutions of higher education. The results indicated that the department heads were most likely to use reason and coalition to influence their supervisors, while subordinates were more likely to be assertive and more likely to bypass the supervisor in favor of a higher authority when the supervisors had ineffective leadership styles.

Colleges and universities, Methods, Surveys, Motivation (Psychology), Supervisors, Influence (Psychology), College administrators

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