Building on past research the current study compares the use of upward influence (UI) strategies within and between two countries (the United States and Colombia). Continuing with the shift to understand the predictors of UI strategy selection, this study explores perceptions of leader-member exchange (LMX) and power distance (PD) as predictors of UI strategy use in the United States and Colombia. Results suggest that participants from the United States and Colombia do not differ in their use of UI strategies, and predictors of UI strategy use work differently based on the type of strategy with no differences between countries. Implications of these results are discussed.
BranzeiO. (2002). Cultural explanations of individual preferences for influence tactics in cross-cultural encounters. International Journal of Cross Cultural Management, 2(2), 203-218.
2.
CableD. M.JudgeT. A. (2003). Manager’s upward influence tactic strategies: The role of personality and supervisor leadership style. Journal of Organizational Behavior, 24, 197-214.
3.
ChackoH. E. (1990). Methods of upward influence, motivational needs, and administrators’ perceptions of their supervisors’ leadership styles. Group & Organization Studies, 15(3), 253-265.
4.
DelugaR. J.PerryJ. T. (1991). The relationship of subordinate upward influencing behaviour, satisfaction and perceived superior effectiveness with leader-member exchanges. Journal of Occupational Psychology, 64(3), 239-252.
5.
DorfmanP. W.HowellJ. P. (1988). Dimensions of national culture & effective leadership patterns: Hofstede revisited. In McGounE. G. (Ed.), Advances in international comparative management (Vol. 3, pp. 127-149). Greenwich, CT: JAI Press.
6.
EgriC. P.RalstonD. A.MurrayC. S.NicholsonJ. D. (2000). Managers in the NAFTA countries: A cross-cultural comparison of attitudes toward upward influence strategies. Journal of International Management, 6, 149-171.
7.
FarhJ.- L.HackettR. D.LiangJ. (2007). Individual-level cultural values as moderators of perceived organizational support–employee outcome relationship in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715.
8.
FarmerS. M.MaslynJ. M.FedorD. B.GoodmanJ. S. (1997). Putting upward influence strategies in context. Journal of Organizational Behavior, 18(1), 17-42.
9.
FerrisG. R.HochwarterW. A.DouglasC.BlassR.KolodinskyR. W.TreadwayD. C. (2002). Social influence processes in organizations and human resources systems. In FerrisG. R.MartocchioJ. J. (Eds.), Research in personnel and human resources management (Vol. 21, pp. 65-127). Oxford, UK: JAI Press/Elsevier Science.
10.
FischerR.SmithP. B. (2004). Values and organizational justice: Performance and seniority based allocation criteria in the United Kingdom and Germany. Journal of Cross-Cultural Psychology, 35(6), 669-688.
11.
FuP. P.YuklG. (2000). Perceived effectiveness and use of influence tactics in the US and China. Leadership Quarterly, 11(2), 251-266.
12.
GerstnerC. R.DayD. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
13.
GraenG. B.CashmanJ. F. (1975). A role making model in formal organizations: A developmental approach. In HuntJ. G.LarsonL. L. (Eds.), Leadership frontiers (pp. 143-165). Kent, OH: Kent State Press.
14.
GraenG. B.NovakM. A.SommerkampP. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior & Human Performance, 30(1), 109-131.
15.
HigginsC. A.JudgeT. A.FerrisG. R. (2003). Influence tactics and work outcomes: A meta-analysis. Journal of Organizational Behavior, 24(2), 89-106.
16.
HofstedeG. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage.
17.
KipnisD.SchmidtS. M.WilkinsonI. (1980). Intraorganizational influence tactics: Explorations in getting one’s way. Journal of Applied Psychology, 65(4), 440-452.
18.
KroneK. J. (1991). Effects of leader member exchange on subordinates’ upward influence attempts. Communication Research Reports, 8, 9-18.
19.
LeongJ. L. T.BondM. H.FuP. P. (2006). Perceived effectiveness of influence strategies in the United States and three Chinese societies. International Journal of Cross Cultural Management, 6(1), 101-120.
20.
LeongJ. L. T.BondM. H.FuP. P. (2007). Perceived effectiveness of influence strategies among Hong Kong managers. Asia Pacific Journal of Management, 24(1), 75.
21.
PorterL. W.AllenR. W.AngleH. l. (1980). The politics of upward influence in the organization. In CummingsL. L.StawB. M. (Eds.), Research in organizational behavior (Vol. 3, pp. 109-149). Greenwich, CT: JAI Press.
22.
RalstonD. A.EgriC. P.de la Garza CarranzaM. T.RamburuthP.Terpstra-TongJ.PekertiA. A.. (2009). Ethical preferences for influencing superiors: A 41-society study. Journal of International Business Studies, 40, 1022-1045.
23.
RalstonD. A.HallingerP.EgriC. P.NaothinsuhkS. (2005). The effects of culture and life stage on workplace strategies of upward influence: A comparison of Thailand and the United States. Journal of World Business, 40(3), 321.
24.
RalstonD. A.PearsonA. (2010). The cross-cultural evolution of the subordinate influence ethics measure. Journal of Business Ethics, 96, 149-168.
25.
RalstonD. A.TerpstraR. H.CunniffM. K.GustafsonD. A. (1995). Cultural accommodation: The effect of language on the responses of bilingual Hong Kong Chinese managers. Journal of Cross-Cultural Psychology, 26, 714-727.
26.
RalstonD. A.VollmerG. R.SrivasanN.NicholsonJ. D.TangM.WanP. (2001). Strategies of upward influence: A study of six cultures from Europe, Asia, and America. Journal of Cross-Cultural Psychology, 32(6), 728-735.
27.
SchermerhornJ. R.BondM. H. (1991). Upward and downward influence tactics in managerial networks: A comparative study of Hong-Kong Chinese and Americans. Asia Pacific Journal of Management, 8, 147-158.
28.
SchriesheimC. A.HinkinT. R. (1990). Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson subscales. Journal of Applied Psychology, 75(3), 246-257.
29.
Terpstra-TongJ.RalstonD. A. (2002). Moving toward a global understanding of upward influence strategies: An Asian perspective with directions for cross-cultural research. Asia Pacific Journal of Management, 19(2,3), 373-404.
30.
TettR. P.BurnettD. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88(3), 500-517.
31.
Van de VijverF.LeungK. (1997). Methods and data analysis for cross-cultural research. Thousand Oaks, CA: Sage.
32.
WaldronV. R. (1999). Communication practices of followers, members, and proteges: The cause of upward influence tactics. In RoloffM. E. (Ed.), Communication yearbook (Vol. 22, pp. 251-299). Thousand Oaks, CA: Sage Publications.
33.
WaldronV. R.HuntM. D.DsilvaM. (1993). Towards a threat management model of upward communication: A study of influence and maintenance tactics in leader-member dyad. Communication Studies, 44, 254-272.
34.
XinK. R.TsuiA. S. (1996). Different strokes for different folks? Influence tactics by Asian-American and Caucasian-American managers. Leadership Quarterly Leadership and Diversity: I., 7(1), 109-132.
35.
YuklG.FuP. P.McDonaldR. (2003). Cross-cultural differences in perceived effectiveness of influence tactics for initiating or resisting change. Applied Psychology: An International Review, 52, 68-82.
36.
YuklG.TraceyJ. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525-535.
