Upward-Influence Styles: Relationship with Performance Evaluations, Salary, and Stress

Abstract

We gratefully acknowledge the many helpful comments and criticisms of Gerald Salancik and three anonymous reviewers and the professional editing of this manuscript by Linda Pike. Three studies explored the relationship between participants using different styles of upward influence in formal organizations and their performance evaluations, salaries, and reported stress. In studies of workers, supervisors, and chief executive officers, the following four upward-influence styles were identified through cluster analysis: Shotgun, Tactician, Ingratiator, and Bystander. Male subordinates using a Shotgun style of upward influence were evaluated less favorably by their superiors, earned less, and reported more job tension and personal stress than Tactician subordinates. There was evidence that gender moderated the relation between subordinates' upward-influence styles and superiors' evaluation of their performances.-

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