Examining the Determinants and Outcomes of Superior Downward Influence Tactics: The Mediating Impact of Role Ambiguity and Subordinates’ Competence Level

Abstract

This paper examines the antecedents and consequences of superior downward influence tactics in Malaysian companies. The literature review revealed that downward influence tactics are useful but practically challenging. Researchers have identified downward influence tactics such as inspirational appeal, consultation, exchange, pressure, ingratiation, and rational persuasion as commonly used influence tactics by superior to change the behavior of subordinates. The purpose of this paper is to develop a conceptual framework for relating different outcomes of downward influence tactics and the determinants under which such influences are exercised. The outcomes are measured in terms of differences in subordinates' satisfaction with supervision and organizational citizenship behavior when subjected to supervisory downward influence tactics. Understanding different influence tactics affect the outcomes which can provide guidelines for superior in using the suitable influence tactics to increase the organizational citizenship behavior and satisfaction in organizations. Leadership styles, organizational context and mediating variables of role ambiguity and subordinates' competency level were also investigated.

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“…Based on the interviews with the participants in her study, Chong (2014) found that managers often use ingratiation and exchange tactics. Lee and Salleh (2009) argue that supervisors may use downward influence tactics because of subordinates' competence level. In regard to high subordinate competence, supervisors may use downward influence tactics such as consultation (Lee & Salleh, 2009;Deniz et al, 2018).…”

“…Lee and Salleh (2009) argue that supervisors may use downward influence tactics because of subordinates' competence level. In regard to high subordinate competence, supervisors may use downward influence tactics such as consultation (Lee & Salleh, 2009;Deniz et al, 2018). Since consultation and exchange tactics allow supervisors and subordinates to communicate and share information (Kim & Gausdal, 2020), this tactic may be suitable for competent subordinates.…”

“…Supervisors may engage in downward influence tactics by doing or promising something or providing the things that the subordinates enjoy before asking them to do something. In line with the social exchange theory that individual employees will repay good treatment with good behavior (Organ, 1974), supervisors need to use downward influence tactics targeted to their subordinates in order to make their subordinates happy and accomplish what they want (Lee & Salleh, 2009). As a result, subordinates respond to these tactics by being committed and willing to comply with their supervisors' wishes (Tepper et al, 1998) as well as those of the organization (Chong et al, 2013).…”

“…This study addresses the issues regarding supervisors' influence tactics toward their competent employees and whether subordinates prefer to commit to their supervisors rather than the organization. Lee and Salleh (2009) and Lee and Low (2012) researched the relationship between employee competency and influence tactics. Nevertheless, they tended to focus on the mediating role of those variables.…”