The Effect of Manager’s Leadership On Employees’ Upward Influence Behaviors

• Main Authors: Hua-Jung Chiang, 江華容
• Other Authors: Chen, Ming-Shiun
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/78448615119074124769

碩士 === 國立臺北大學 === 企業管理學系 === 97 === The purpose of the present study is to investigate the effect of manager’s leadership on employees’ upward influence tactics. Though western studies have plenty researches at this particular area, but due to the fundamental differences between eastern and western culture, a research conducted in Taiwan is necessary and worthwhile. This study utilized Bass & Avolio’s leadership assessment questionnaire MLQ Form 6S and Schriesheim and Hinkin’s revised upward influence tactics questionnaire, and its result may form as a basis for future research in this area and be beneficial to the practically working public. The leadership styles contained in this research are transformational leadership, transactional leadership, and laissez-faire leadership, and the six upward influence tactics covered in this research are ingratiation, exchange of benefit, rational conviction, strong command, appeal, and coalition. The research result confirms that subordinates’ upward influence tactics do depend on their managers’ leadership styles. Subordinates are more likely to use ingratiation, exchange of benefits, rational conviction and coalition as their upward influence tactics while their managers are transformational leaders. However, if they are working with a manager applying transactional leadership, all the influence tactics are used. While in the atmosphere of laissez-faire leadership, subordinates tend to use upward influence tactics including ingratiation, exchange of benefits, rational conviction and strong command.