| dc.description.abstract | The process o·f upward influence in organizational work units is
poorly understood. Although the vertical dyad linkage (VDL) model of
leadership was developed, in part, to address this problem, it does not
specify the processes underlying dyadic role-making behaviors, i.e.
behaviors that determine the status of the subordinates in terms of
their relationships with their leader.
The present study sought to address this problem by providing a
basis for understanding crucial and typical processes underlying dyadic
upward influence behaviors. To do this, it was necessary to isolate or
to identify these processes by developing an appropriate conceptual
framework. Drawing from the relevant literature, a conceptual model of
organizational uPward influence which attempts to integrate the existing
research findings, specifically the various personal and situational
variables, was developed. The model attempts to capture, from a
subordinate's vantage point, some of the basic processes associated with
role-making (i.e. the process by which subordinates are separated into
"in-group" or "out-group" categories). The model presents praise and
performance as some of the tactics of influence subordinates use to
obtain desired outcomes such as pay raise from their superiors. Several
hypotheses are developed from the model. The moderating roles of
attribution processes as well as self-confidence and locus of control
are specified.
The study was conducted in a laboratory setting. A 2 (praise) by 2
(performance) repeated measures factorial design was used to test the
hypotheses with 54 male and female college student subjects. Each
subject supervised four hypothetical subordinates working on a
course-scheduling task.
Overall, the results of the multivariate repeated measures ANOVA
supported the major propositions. The major findings were that: (1)
supervisor attribution£ of subordinate praise to sincerity of intent had
significant influence on the effects of praise and performance on the
subordinate outcomes such as performance evaluations; (2) the
supervisors' level. of self-confidence and locus of control determined
the effects of praise and performance on subordinate outcomes such as
subordinate attractiveness to the supervisor; and (3) in some
situations, the effects of praise and performance on subordinate
outcomes such as reduction of pay depended, to a great extent, on the
levels of each other, while in other situations they did not.
Among other things, the results are discussed in terms of the
relative predictive power of praise and performance and the roles of
attributions and personality variables in the upward influence
behaviors. Implications of the study for research and practice are
presented and future research directions are suggested. | en |
