The tactics used by people at work to influence their superiors, co-workers, and subordinates were investigated in two studies. In the first study, 165 lower-level managers wrote essays describing an incident in which they influenced either their bosses, co-workers, or subordinates. Through content analysis, a total of 370 influence tactics grouped into 14 categories were identified. The tactics ranged from the use of rational discussion through the use of exchange tactics to the use of clandestine tactics. In a second study, the 370 influence tactics were rewritten into a 58-item questionnaire. New respondents described the extent to which they used each item to influence their bosses (n = 225), co-workers (n = 285), or subordinates (n = 244). Based on afactor analysis of the questionnaire, eight dimensions of influence were found: assertiveness, ingratiation, rationality, sanctions, exchange, upward appeals, blocking, and coalitions. It was found that the frequency with which each influence dimension was used related to the relative power of the respondents and their targets of influence, the reasons for exercising influence, the resistance of the target person, the organizational status of the respondents, organizational size, and whether the organization was unionized. Sex of the respondents and sex of the respondents' bosses, however, were not related to the choice of influence tactics in the present study. classified into preexisting categories. Sev-

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Innovation generation has increasingly been recognized as an outcome of interaction between

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