A dyadic upward influence process: a laboratory investigation of the effect of a subordinate's ingratiation praise and performance) on the supervisor-subordinate exchange relationship

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.