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Relationship of Managerial Work Roles to Tactics Used to Influence Subordinates

The Hart and Quinn (1993) typology for assessing variations in managerial roles was used to explore managers' self-reported successful use of influence tactics with subordinates. Data were obtained from 116 managers using ques tionnaires completed anonymously. The investigation found that the managers' vision setter role was positively related to the use of the consultation tactic. Managers' motivator role was positively related to the use of ingratiating and inspirational appeals, and negatively related to the use of exchange and coali tion tactics. Managers'analyzer role was related to the use of pressure and rationality tactics, and negatively related to the use of the coalition tactic. Managers'task master role was positively related to the use of the exchange and inspirational appeals tactics. Implications of these findings for research and practice are discussed.