Abstract

A field study was conducted to investigate the difference of factor structures between upward and downward int1uence tactics, the relative frequency of use for the int1uence tactics, the relations of upward inf1uence tactics to agents' personality traits and downward in11uence tactics, and finally the relations of inf1uence tactics to organizational effectiveness. Data were obtained frem1 314 employees across 25 different organizations. Upward inf1uence tactics included 8 factors(ingratiation, rational persuasion, exchange, inspirational appeal, blocking, coalition, consultation, and assertiveness), whereas downward inf1uence tactics included 9 factors(above 8 factors + legitimating). In upward influence attempts, consultation and ingratiation, and rational persuasion were more frequently used while blocking and exchange were less frequently used. In downward influence attempts, consultation and legitimating were more frequently used while blocking and exchange were also less frequently used. Extroversions, agreeableness, conscientiousness, and intellect had positively significant relations with ingratiation, rational persuasion, and inspirational appeal upward inf1uence tactics. Emotional stability was negatively related to blocking and exchange. The use of upward influence tactics was closely related to the use of downward influence tactics. Finally, ingratiation, rational persuasion, inspirational appeal, and consultation were positively significantly related to organizational effectiveness. Implications and limitations of the results and suggestions for future research were discussed.