Methods of Upward Influence, Motivational Needs, and Administrators' Perceptions of Their Supervisors' Leadership Styles

Abstract

This study examines the relationship between the techniques of upward influence used by administrators, their motivational needs, and the way they view their supervisors' leadership styles. Subjects of the study were 144 randomly selected heads of departments at two-year and four-year higher educational institutions. Methods used by department heads to influence their supervisors include reason, coalition, higher authority, bargaining, friendliness, and assertiveness. Results showed that reason and coalition were the most prevalent methods, and there was a relationship between need for achievement, perceived initiation of structure, and the use of these two methods. Results also suggest that subordinates are more likely to use assertiveness and higher authority to influence supervisors who exhibit leadership styles that are low in initiation of structure and low in consideration.

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