| Abstract: | Why do managers employ certain tactics when they try to influence others? This study proposes and tests theoretical linkages between the five‐factor model of personality and managers' upward influence tactic strategies. Longitudinal data from 189 managers at 140 different organizations confirmed that managers scoring high on extraversion were more likely to use inspirational appeal and ingratiation; those scoring high on openness were less likely to use coalitions; those scoring high on emotional stability were more likely to use rational persuasion and less likely to use inspirational appeal; those scoring high on agreeableness were less likely to use legitimization or pressure; and those scoring high on conscientiousness were more likely to use rational appeal. Results also confirmed that managers' upward influence tactic strategies depended on the leadership style of their target (their supervisor). Managers were more likely to use consultation and inspirational appeal tactics when their supervisor was a transformational leader, but were more likely to use exchange, coalition, legitimization, and pressure tactics when their supervisor displayed a laissez‐faire leadership style. Copyright © 2002 John Wiley & Sons, Ltd. |
