Researchers' attentions have recently focused on how salespeople cope with role stress. This study focuses on salespersons' use of six upward influence tactics (UITs) with the immediate sales manager, and how salespeople use UITs to lessen the impact of two role stressors (perceived role conflict and role ambiguity) associated with the sales job. The study also evaluates the potential moderating role of UITs on relationships between role stress and manager satisfaction and propensity to leave. Analysis of data gathered from a heterogeneous sample revealed differences in use of UITs between salespeople classified as either high or low in role stress. Salespeople who perceive high role conflict employ assertiveness and upward appeal UITs more frequently. Salespeople who perceive high role ambiguity use exchange and coalition-building UITs more frequently. Results also suggest that salespersons' use of assertiveness and ingratiation UITs exacerbate relationships between perceived role ambiguity and two outcomes: satisfaction with supervisor and propensity to leave. Implications of the study findings for sales managers are reviewed, as are implications forfurther research.
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