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Failed Upward Influence Attempts

Research on upward influence in organizations has often proposed that such influence is an episodic process, yet rarely does such research examine the use of influence after the employee has met with initial resistance. Based on the upward influence model of Porter, Allen, and Angle (1981), this study examined several predictors of subordinates' decisions to cease or persist in attempts to obtain work-related resources after an initial failure. ALISRE Lmodel indicated that upward influence actions following a failed influence attempt can be predicted with variables related to goal importance, influence agent characteristics (i.e., Machiavellianism and work experience), and aspects of the agent-target relationship (i.e., leader-member exchange and costs associated with influence). The implications of these findings are discussed.