Employee resistance to organizational change: Managerial Influence Tactics and Leader-member Exchange
Journal of Applied Psychology, Vol. 93(2)
Author(s): Stacie A. Furst, Daniel M. Cable
Abstract: The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory,...
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Investigating Contingencies: An Examination of the Impact of Span of Supervision and Upward Controllingness on Leader-Member Exchange Using Traditional and Multivariate Within- and Between-Entities Analysis
Journal of Applied Psychology, Vol 85(5), pg. 659-677
Author(s): Chester A. Schriesheim, Stephanie L. Castro, Francis J. Yammarino
Abstract: Using a sample of 150 bank employees, span of supervision and subordinate use of influence tactics were examined as moderators of relationships betwee...
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The Use of Hard and Soft Influence Tactics in Cooperative Task Groups
Group Processes Intergroup Relations, Vol. 2(3)
Author(s): Barbara van Knippenberg, Rob van Eijbergen, Henk Wilke
Abstract: This study focused on the effect of relative competence and confidence in one's own task solution on the use of hard and soft influence tactics. For t...
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Intraorganizational Influence Tactics: Explorations in Getting One's Way
Journal of Applied Psychology, Vol. 65(4)
Author(s): David Kipnis, Stuart M. Schmidt, Ian Wilkinson
Abstract: In Study 1, 165 lower-level managers wrote essays describing an incident in which they influenced either their bosses, co-workers, or subordinates. Th...
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