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Journal articles on the topic 'Upward influence'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Ralston, David A., Guenther R. Vollmer, Narasimhan Srinvasan, Joel D. Nicholson, Moureen Tang, and Paulina Wan. "Strategies of Upward Influence." Journal of Cross-Cultural Psychology 32, no. 6 (November 2001): 728–35. http://dx.doi.org/10.1177/0022022101032006006.

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2

Maslyn, John M., Steven M. Farmer, and Donald B. Fedor. "Failed Upward Influence Attempts." Group & Organization Management 21, no. 4 (December 1996): 461–80. http://dx.doi.org/10.1177/1059601196214006.

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3

Luu, Tuan. "Paths from leadership to upward influence." World Journal of Entrepreneurship, Management and Sustainable Development 10, no. 3 (July 8, 2014): 243–59. http://dx.doi.org/10.1108/wjemsd-01-2014-0002.

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Purpose – This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues. Design/methodology/approach – Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers. Findings – From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics. Originality/value – Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.

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4

Anderson, Lynn R., and Jerry Tolson. "Leaders' Upward Influence in the Organization." Small Group Research 22, no. 1 (February 1991): 59–75. http://dx.doi.org/10.1177/1046496491221004.

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5

Trong Tuan, Luu. "What trust grows through upward influence?" Asia-Pacific Journal of Business Administration 4, no. 2 (September 21, 2012): 158–81. http://dx.doi.org/10.1108/17574321211269298.

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6

FARMER, STEVEN M., JOHN M. MASLYN, DONALD B. FEDOR, and JODI S. GOODMAN. "Putting upward influence strategies in context." Journal of Organizational Behavior 18, no. 1 (January 1997): 17–42. http://dx.doi.org/10.1002/(sici)1099-1379(199701)18:1<17::aid-job785>3.0.co;2-9.

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7

Tandon, Kanika, Mahfooz A. Ansari, and Alka Kapoor. "Attributing Upward Influence Attempts in Organizations." Journal of Psychology 125, no. 1 (January 1991): 59–63. http://dx.doi.org/10.1080/00223980.1991.10543270.

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8

Ansari, Mahfooz A., and Alka Kapoor. "Organizational context and upward influence tactics." Organizational Behavior and Human Decision Processes 40, no. 1 (August 1987): 39–49. http://dx.doi.org/10.1016/0749-5978(87)90004-5.

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9

SHIMAKURA, Daisuke. "Upward influence strategy in Japanese business organizations." Japanese Journal of Administrative Science 13, no. 3 (2000): 179–94. http://dx.doi.org/10.5651/jaas.13.179.

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10

Chacko, Harsha E. "Upward Influence: How Administrators Get Their Way." Cornell Hotel and Restaurant Administration Quarterly 29, no. 2 (August 1988): 48–50. http://dx.doi.org/10.1177/001088048802900218.

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11

Schilit, Warren Keith. "Upward Influence Activity in Strategic Decision Making." Group & Organization Studies 12, no. 3 (September 1987): 343–68. http://dx.doi.org/10.1177/105960118701200308.

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12

FUCHIGAMI, KATSUYOSHI. "Research trends on recent upward influence strategies." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 34, no. 1 (1994): 92–100. http://dx.doi.org/10.2130/jjesp.34.92.

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13

Case, Thomas, Lloyd Dosier, Gene Murkison, and Bernard Keys. "HOW MANAGERS INFLUENCE SUPERIORS: A STUDY OF UPWARD INFLUENCE TACTICS." Leadership & Organization Development Journal 9, no. 4 (April 1988): 25–31. http://dx.doi.org/10.1108/eb053641.

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14

Lamude, Kevin G. "Supervisors' Influence Tactics for Handling Managers' Resistance." Psychological Reports 75, no. 1 (August 1994): 371–74. http://dx.doi.org/10.2466/pr0.1994.75.1.371.

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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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15

Yansen, Albert, Yetti Supriyati, and Kadir. "The Influence of Employee Promotion, Upward Downward Communication and Work Environment on Job Satisfaction of PT. Holcim Indonesia, Tbk." International Journal of Human Resource Studies 10, no. 1 (January 3, 2020): 176. http://dx.doi.org/10.5296/ijhrs.v10i1.15797.

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This study aims to determine the influence of employee promotions, upward downward communication, and work environment on employee job satisfaction. This research uses a quantitative approach using a survey method (questionnaire).Path analysis is used to analyse the data collected. The population in this study were all employees of PT. Holcim Indonesia, Tbk, who have a working period of 10 years and over, totalling 510 people spread across all plants in Indonesia. The number of samples taken in this study were 225 people who were randomly selected.The results showed that job satisfaction was directly influenced by employee promotions, upward downward communication, and work environment. The study also found that the work environment was influenced by employee promotion and upward downward communication. This study also found that job satisfaction is indirectly influenced by the promotion and upward downward communication through the work environment. Based on these findings it can be concluded that any changes that occur in employee job satisfaction are influenced by employee promotion, upward downward communication, and work environment. Therefore employee job satisfaction, employee promotions, upward downward communication, and work environment can be taken into consideration in making strategic planning for human resource development.

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16

Yukl, Gary, and Cecilia M. Falbe. "Influence tactics and objectives in upward, downward, and lateral influence attempts." Journal of Applied Psychology 75, no. 2 (1990): 132–40. http://dx.doi.org/10.1037/0021-9010.75.2.132.

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17

Sunaga, Yoshitaka, and Takatoshi Shindo. "Influence of Space Charge on Upward Leader Initiation." IEEJ Transactions on Power and Energy 125, no. 8 (2005): 789–96. http://dx.doi.org/10.1541/ieejpes.125.789.

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18

Farmer, Steven M., Donald B. Fedor, Jodi S. Goodman, and John M. Maslyn. "FACTORS AFFECTING THE USE OF UPWARD INFLUENCE STRATEGIES." Academy of Management Proceedings 1993, no. 1 (August 1993): 64–68. http://dx.doi.org/10.5465/ambpp.1993.10315267.

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19

Rao, Asha, Stuart M. Schmidt, and Lynda H. Murray. "Upward Impression Management: Goals, Influence Strategies, and Consequences." Human Relations 48, no. 2 (February 1995): 147–67. http://dx.doi.org/10.1177/001872679504800203.

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20

Steizel, Sebastián, and Eva Rimbau-Gilabert. "Upward influence tactics through technology-mediated communication tools." Computers in Human Behavior 29, no. 2 (March 2013): 462–72. http://dx.doi.org/10.1016/j.chb.2012.04.024.

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21

Thacker, Rebecca A. "Perceptions of Trust, Upward Influence Tactics, and Performance Ratings." Perceptual and Motor Skills 88, no. 3_suppl (June 1999): 1059–70. http://dx.doi.org/10.2466/pms.1999.88.3c.1059.

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22

Duksup Shim and Mushin Lee. "Upward influence styles of R&D project leaders." IEEE Transactions on Engineering Management 48, no. 4 (2001): 394–413. http://dx.doi.org/10.1109/17.969420.

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23

Waldron, Vincent R., and James Sanderson. "The Role of Subjective Threat in Upward Influence Situations." Communication Quarterly 59, no. 2 (April 22, 2011): 239–54. http://dx.doi.org/10.1080/01463373.2011.563444.

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24

Williams, Ethlyn A., Terri A. Scandura, Seema Pissaris, and Juanita M. Woods. "Justice perceptions, leader-member exchange, and upward influence tactics." Leadership & Organization Development Journal 37, no. 7 (September 5, 2016): 1000–1015. http://dx.doi.org/10.1108/lodj-02-2013-0021.

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Purpose The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach Questionnaires were administered to n=407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest that perceptions of interactional justice are associated with LMX, whose effects in turn are associated with the use of influence tactics. Practical implications Coalition strategies were used more when subordinates experienced poor LMX. The research suggests that perhaps for individuals experiencing poor relationships with the supervisor, coalition strategies might present an alternative to “rational” influence tactics (which are used more in high-quality relationships). Originality/value The current study extends LMX research by examining differing subordinate influence strategies in high- and low-quality relationships. It also extends organizational justice research by examining the effects of the interpersonal implementation of fair procedures on the dynamics between leadership and upward influence.

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25

Thorne McAlister, Debbie, and John R. Darling. "Upward influence in academic organizations: a behavioral style perspective." Leadership & Organization Development Journal 26, no. 7 (October 2005): 558–73. http://dx.doi.org/10.1108/01437730510624593.

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26

Ralston, David A., Jane Terpstra-Tong, Isabelle Maignan, Nancy K. Napier, and Van Thang Nguyen. "Vietnam: A cross-cultural comparison of upward influence ethics." Journal of International Management 12, no. 1 (March 2006): 85–105. http://dx.doi.org/10.1016/j.intman.2005.08.004.

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27

Piosik, Andrzej, and Ewa Genge. "The Influence of a Company’s Ownership Structure on Upward Real Earnings Management." Sustainability 12, no. 1 (December 23, 2019): 152. http://dx.doi.org/10.3390/su12010152.

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Financial transparency, including transparency of transactions, is one of the pillars of sustainability. This study investigates whether a company’s ownership structure, including ownership concentration, managerial ownership, and the presence of institutional investors, affects upward real earnings management practices. The research is based on companies listed on the Warsaw Stock Exchange in Poland adapting panel data regression models. The significance and contribution to literature of the paper lies in the fact that we provide evidence that the association between the magnitude of total upward real earnings management and shareholder concentration is U-shaped, thereby indicating that there is an optimal level of ownership concentration, minimizing the magnitude of upward real earnings management and thus increasing financial transparency. Our results show the negative relationship between total upward real earnings management and managerial ownership, thereby we confirm the alignment of interest hypothesis, in terms of real earnings management. We also confirm that individual instruments of real earnings management are linked to ownership concentration and managerial ownership in specific ways. The presence of institutional investors reduces the magnitude of total upward real earnings management.

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28

Liu, Wu, Zhaoli Song, Xian Li, and Zhenyu Liao. "Why and When Leaders’ Affective States Influence Employee Upward Voice." Academy of Management Journal 60, no. 1 (February 2017): 238–63. http://dx.doi.org/10.5465/amj.2013.1082.

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29

Kipnis, David, and Stuart M. Schmidt. "Upward-Influence Styles: Relationship with Performance Evaluations, Salary, and Stress." Administrative Science Quarterly 33, no. 4 (December 1988): 528. http://dx.doi.org/10.2307/2392642.

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30

Tepper, Bennett J., Sheryl J. Brown, and Marilyn D. Hunt. "Strength of Subordinates' Upward Influence Tactics and Gender Congruency Effects1." Journal of Applied Social Psychology 23, no. 22 (November 1993): 1903–19. http://dx.doi.org/10.1111/j.1559-1816.1993.tb01072.x.

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31

Krone, Kathleen J. "Structuring constraints on perceptions of upward influence and supervisory relationships." Southern Communication Journal 59, no. 3 (September 1994): 215–25. http://dx.doi.org/10.1080/10417949409372940.

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32

Krone, Kathleen J. "Effects of leader‐member exchange on subordinates’ upward influence attempts." Communication Research Reports 8, no. 1 (June 1991): 9–18. http://dx.doi.org/10.1080/08824099109359870.

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33

WAYNE, SANDY J., ROBERT C. LIDEN, ISABEL K. GRAF, and GERALD R. FERRIS. "THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS." Personnel Psychology 50, no. 4 (December 1997): 979–1006. http://dx.doi.org/10.1111/j.1744-6570.1997.tb01491.x.

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34

Garko, Michael G. "Communicator Styles of Powerful Physician-Executives in Upward-Influence Situations." Health Communication 6, no. 2 (April 1994): 159–72. http://dx.doi.org/10.1207/s15327027hc0602_5.

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35

Kamada, Masafumi, Hisako Nishiyama, and Yuko Sakoda. "The effectiveness of upward influence tactics in school counseling embeddedness." Japanese journal of psychology 88, no. 2 (2017): 177–83. http://dx.doi.org/10.4992/jjpsy.88.16301.

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36

Tsai, Kuang-Chung. "Influence of sidewalls on width effects of upward flame spread." Fire Safety Journal 46, no. 5 (July 2011): 294–304. http://dx.doi.org/10.1016/j.firesaf.2011.03.006.

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37

Belkaoui, Ahmed. "Leadership style, dimensions of superior's upward influence and participative budgeting." Scandinavian Journal of Management 6, no. 3 (January 1990): 217–30. http://dx.doi.org/10.1016/0956-5221(90)90013-7.

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38

Karpetchko, Alexei, and Grigory Nikulin. "Influence of Early Winter Upward Wave Activity Flux on Midwinter Circulation in the Stratosphere and Troposphere." Journal of Climate 17, no. 22 (November 15, 2004): 4443–52. http://dx.doi.org/10.1175/jcli-3229.1.

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Abstract Using NCEP–NCAR reanalysis data the authors show that the November–December averaged stratospheric eddy heat flux is strongly anticorrelated with the January–February averaged eddy heat flux in the midlatitude stratosphere and troposphere. This finding further emphasizes differences between early and midwinter stratospheric wave flux behavior, which has recently been found in long-term variations. Analysis suggests that the intraseasonal anticorrelation of stratospheric heat fluxes results from changes in the upward wave propagation in the troposphere. Stronger (weaker) upward wave fluxes in early winter lead to weaker (stronger) upward wave fluxes from the troposphere during midwinter. Also, enhanced equatorward wave refraction during midwinter (due to the stronger polar night jet) is associated with weak heat flux in the early winter. It is suggested that the effect of enhanced midwinter upward wave flux from the troposphere in the years with weak early winter heat flux overcompensates the effect of increased equatorward wave refraction in midwinter, leading to a net increase of midwinter upward wave fluxes into the stratosphere.

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39

Eylon, Dafna, Carolyn P. Egri, David A. Ralston, Tania Casado, Wade M. Danis, MarÍa Teresa De La Garza Carranza, Francisco B. Castro, et al. "GENDER AND INFLUENCE ACROSS THE GLOBE: CROSS-CULTURAL GENDER DIFFERENCES IN ORGANIZATIONAL UPWARD INFLUENCE." Academy of Management Proceedings 2006, no. 1 (August 2006): H1—H6. http://dx.doi.org/10.5465/ambpp.2006.22898282.

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40

Ping, Han, Bahaudin G. Mujtaba, David A. Whetten, and Yan Wei. "Leader Personality Characteristics And Upward Trust: A Study Of Employee-Supervisor Dyads In China." Journal of Applied Business Research (JABR) 28, no. 5 (August 21, 2012): 1001. http://dx.doi.org/10.19030/jabr.v28i5.7241.

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Scholars have researched trust for many decades and almost the entire body of empirical research on how personality traits affect upward trust is based on studies conducted in countries other than China. Taking an inductive approach, we examined the relationship between the leaders big five personality traits and upward trust with 274 respondents in Chinese culture. The empirical results confirm that Extraversion and Neuroticism have negative influence on upward trust, Agreeableness impact is insignificant, Conscientiousness has a positive influence and Openness to experience has a negative impact on affect-based trust. Results suggested that the degree to which the leaders big five personality traits affect upward trust differs from that of the West.

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41

Kim, Y. H., H. Y. Chun, P. Preusse, M. Ern, and S. Y. Kim. "Gravity wave reflection and its influence on the consistency of temperature- and wind-based momentum fluxes simulated above Typhoon Ewiniar." Atmospheric Chemistry and Physics 12, no. 22 (November 16, 2012): 10787–95. http://dx.doi.org/10.5194/acp-12-10787-2012.

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Abstract. For a case study of Typhoon Ewiniar performed with a mesoscale model, we compare stratospheric gravity wave (GW) momentum flux determined from temperature variances by applying GW polarization relations and by assuming upward propagating waves, with GW momentum flux calculated from model winds which is considered as a reference. The temperature-based momentum-flux profile exhibits positive biases relative to the reference, which fluctuate significantly with altitude. The vertically-averaged magnitude of the positive biases is about 14% of the reference momentum flux. We found that this deviation from the reference stems from the interference between upward and downward propagating waves. The downward propagating GWs are due mainly to partial reflections of upward propagating waves at altitudes where the background wind and stability change with height. When the upward and downward propagating waves are decomposed and their momentum fluxes are calculated separately from temperature perturbations, the fraction of the momentum flux arising from the downward propagating waves is about 4.5–8.2% of that from the upward propagating waves. The net momentum flux of upward and downward propagating GWs agrees well with the reference from the model wind perturbations. The implications of this study for the GW momentum-flux observations from satellites are discussed.

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42

Lamude, Kevin G. "Supervisors' Upward Influence Tactics in Same-Sex and Cross-Sex Dyads." Perceptual and Motor Skills 77, no. 3_suppl (December 1993): 1067–70. http://dx.doi.org/10.2466/pms.1993.77.3f.1067.

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The paper describes 162 male and female superiors' self-reported tactics in successful influence attempts with their male and female managers. Analysis indicated that female supervisors used inspirational appeals and allurement tactics with female and male managers. Male supervisors used pressure, allurement, and rationality tactics with female managers. Contrary to gender-role expectancy, male superiors used inspirational appeals, ingratiation, and liking tactics with male managers. These results were discussed in terms of expectancy theory, which suggests that people develop normative expectations about appropriateness of influence behavior that differ for men and women.

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43

Jun-Jian Li, Kwon Jong-Wook, and Long Cui. "The Complexity of Upward Influence Strategies in Diverse Regions in China." Journal of International Trade & Commerce 9, no. 5 (October 2013): 1–24. http://dx.doi.org/10.16980/jitc.9.5.201310.1.

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44

SHIMAKURA, Daisuke. "The Effects of Leadership and Social Power on Upward Influence Strategy." Japanese Journal of Administrative Science 15, no. 3 (2002): 221–29. http://dx.doi.org/10.5651/jaas.15.221.

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45

Madokoro, K., M. Gotoh, Y. Kai, T. Kakuma, T. Nagamatsu, T. Kanazawa, and N. Shiba. "Influence of external load level on scapula upward rotation during elevation." Physiotherapy 101 (May 2015): e924-e925. http://dx.doi.org/10.1016/j.physio.2015.03.1768.

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46

Trong Tuan, Luu. "Corporate social responsibility, upward influence behavior, team processes and competitive intelligence." Team Performance Management: An International Journal 19, no. 1/2 (March 2013): 6–33. http://dx.doi.org/10.1108/13527591311312079.

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47

Johnson, Camille S., and Diederik A. Stapel. "Harnessing Social Comparisons: When and How Upward Comparisons Influence Goal Pursuit." Basic and Applied Social Psychology 32, no. 3 (August 18, 2010): 234–42. http://dx.doi.org/10.1080/01973533.2010.495640.

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48

Kim, Ji Koung, Jae Uk Chun, and Jeffery LePine. "The Influence of Leaders’ Upward Behaviors on Leader Effectiveness and Promotability." Academy of Management Proceedings 2015, no. 1 (January 2015): 15298. http://dx.doi.org/10.5465/ambpp.2015.15298abstract.

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49

Hochwarter, Wayne A., Allison W. Pearson, Gerald R. Ferris, Pamela L. Perrewe, and David A. Ralston. "A Reexamination of Schriesheim and Hinkin’s (1990) Measure of Upward Influence." Educational and Psychological Measurement 60, no. 5 (October 2000): 755–71. http://dx.doi.org/10.1177/00131640021970880.

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50

Adelman, Kimberly. "Promoting Employee Voice and Upward Communication in Healthcare: The CEOʼs Influence." Journal of Healthcare Management 57, no. 2 (March 2012): 133–48. http://dx.doi.org/10.1097/00115514-201203000-00009.

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