Examining the Determinants and Outcomes of Superior Downward Influence Tactics: The Mediating Impact of Role Ambiguity and Subordinates’ Competence Level

Kim Lian Lee, Abdul Latif Hj. Salleh

Abstract


This paper examines the antecedents and consequences of superior downward influence tactics in Malaysian companies.  The literature review revealed that downward influence tactics are useful but practically challenging.  Researchers have identified downward influence tactics such as inspirational appeal, consultation, exchange, pressure, ingratiation, and rational persuasion as commonly used influence tactics by superior to change the behavior of subordinates.  The purpose of this paper is to develop a conceptual framework for relating different outcomes of downward influence tactics and the determinants under which such influences are exercised.  The outcomes are measured in terms of differences in subordinates’ satisfaction with supervision and organizational citizenship behavior when subjected to supervisory downward influence tactics.  Understanding different influence tactics affect the outcomes which can provide guidelines for superior in using the suitable influence tactics to increase the organizational citizenship behavior and satisfaction in organizations.  Leadership styles, organizational context and mediating variables of role ambiguity and subordinates’ competency level were also investigated.


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International Business Research  ISSN 1913-9004 (Print), ISSN 1913-9012 (Online)

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