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dc.contributor.authorYukl, Gary
dc.contributor.authorTracey, J. Bruce
dc.description.abstractA field study was conducted to discover how a manager's use of 9 different influence tactics is related to target task commitment and the manager's effectiveness. The variables were measured with a questionnaire filled out by subordinates, peers, and the boss of each manager. The most effective tactics were rational persuasion, inspirational appeal, and consultation; the least effective tactics were pressure, coalition, and legitimating. Ingratiation and exchange were moderately effective for influencing subordinates and peers but were not effective for influencing superiors. Inspirational appeal, ingratiation, and pressure were used most in a downward direction; personal appeal, exchange, and legitimating were used most in a lateral direction; coalitions were used most in lateral and upward directions; and rational persuasion was used most in an upward direction.
dc.rightsRequired Publisher Statement: © America Psychological Association. Final version published as: Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(7), 525-535. Reprinted with permission. All rights reserved.
dc.rightsThis article may not exactly replicate the final version published in the APA journal. It is not the copy of record.
dc.subjectmanager effectiveness
dc.titleConsequences of Influence Tactics Used With Subordinates, Peers, and the Boss
dc.description.legacydownloadsTracey42_Consequences_of_influence.pdf: 4498 downloads, before Aug. 1, 2020.
local.authorAffiliationYukl, Gary: University at Albany, State University of New York
local.authorAffiliationTracey, J. Bruce: Cornell University School of Hotel Administration

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