Managers' upward influence tactic strategies: the role of manager personality and supervisor leadership style

By Daniel M. Cable, T. Judge. 2003

240 citations recorded by the source corpus.

Subfields: Clinical Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a658a4d0cae0ad2f58d9da61b70eec1a924d24c3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Contributions of Personality to Organizational Behavior and Psychology: Findings, Criticisms, and Future Research Directions (2008, background): “For instance, Cable and Judge (2003) found that extraverted individuals were more likely to use inspirational appeal and ingratiation tactics whereas conscientious individuals were more likely to rely on rational appeals to influence their supervisors.”
Leadership Styles and Organizational Citizenship Behavior: The Mediating Effect of Subordinates' Competence and Downward Influence Tactics (2012, background): “…personally involved and committed to a project through consultation tactic, such as encouraging them to contribute and suggest ways to improve a proposal, or help plan an activity (Falbe & Yukl, 1992; Yukl, 2002; Yukl et al., 1996; Yukl & Seifert, 2002; Yukl & Tracey, 1992; Cable & Judge, 2003).”
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach (2004, background): “A recent study has highlighted the role of personality in choice of influence tactics (Cable and Judge, 2003), and other personal and demographic differences may affect influence behavior.”
The use of personality measures in personnel selection: What does current research support? (2006, background): “Cable and Judge (2003) investigated relations between the FFM and upward influence tactic strategies.”
Searching for Outcomes of Leadership: A 25-Year Review (2011, background): “Examples of self-reported behaviors are compliance (e.g., Rahim, 1989), upward influence tactics (Cable & Judge, 2003), and turnover intentions and behavior (e.g., Bauer et al., 2006; Nishii & Mayer, 2009).”
Do Leaders' Influence Tactics Relate to Members' Helping Behavior? IT Depends on the Quality of the Relationship (2006, methodology): “Second, previous research (Cable & Judge, 2003) has Our results complement this work by demonstrating how the impact of downward influence tactics on helping behaviors depends on LMX, thereby offering further evidence that influence tactics and their outcomes benefit from a contextual approach.”
The Other Pathway to the Boardroom: Interpersonal Influence Behavior as a Substitute for Elite Credentials and Majority Status in Obtaining Board Appointments (2006, background): “…behavior (cf. Liden and Mitchell, 1988; Kumar and Beyerlein, 1991; Barry and Watson, 1996), and there is growing empirical evidence that certain personality traits, such as self-monitoring, predict the use of ingratiation (Farmer et al., 1993; Farmer and Maslyn, 1999; Cable and Judge, 2003).”
Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity (2011, background): “…not by seeking ideas from others, but rather by gaining dominance over their employees (Peterson, Smith, Martorana, & Owens, 2003) and using direct persuasion techniques to build others’ commitment to their own ideas (Anderson, Spataro, & Flynn, 2008; Cable & Judge, 2003; Caldwell & Burger, 1997).”
Motives for Organizational Citizenship Behavior: Personality Correlates and Coworker Ratings of OCB (2012, background): “On the other hand, Cable and Judge (2003) found that all of the FFM variables correlated |.”
The role of leadership styles on staff's job satisfaction in public organizations (2014, unknown): “…and importance of satisfaction as basic human needs, there is a considerable research about this fact and the findings shown that leadership styles and job satisfaction have significant relationship (Cable & Judge, 2003; Chen & Silverthorne, 2005; Rad & Yarmoham-madian, 2006; Sancar, 2013).”
Effects of Supervisor “Big Five” Personality on Subordinate Attitudes (2003, background): “An example of this type of research is a study by Cable and Judge (2002) which showed that the use of various influence tactics was explained by supervisor personality.”
The relationship between networking behaviors and the Big Five personality dimensions (2012, unknown): “, 1998) and influence tactics (Cable and Judge, 2003).”