Abstract
This study examined perceptions of superiors' upward-influence tactics in response to managers' resistance attempts described in 1980 by McLaughlin, Cody, and Robey. Based on influence tactics identified by several researchers, a questionnaire was developed to investigate supervisors' use of “hard” and “soft” upward-influence tactics in response to descriptions of perceived resistance from target managers. Responses were obtained from 167 supervisors involved in the management of technical and support staff personnel of four health-care organizations and submitted to stepwise regression. Soft upward-influence tactics were positively associated with attempts to justify resistance. Hard upward-influence tactics were negatively related to resistant negotiation.
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