The Hart and Quinn (1993) typology for assessing variations in managerial
roles was used to explore managers' self-reported successful use of influence
tactics with subordinates. Data were obtained from 116 managers using ques
tionnaires completed anonymously. The investigation found that the managers'
vision setter role was positively related to the use of the consultation tactic.
Managers' motivator role was positively related to the use of ingratiating and
inspirational appeals, and negatively related to the use of exchange and coali
tion tactics. Managers'analyzer role was related to the use of pressure and
rationality tactics, and negatively related to the use of the coalition tactic.
Managers'task master role was positively related to the use of the exchange and
inspirational appeals tactics. Implications of these findings for research and
practice are discussed.
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