Why managers prefer some influence tactics to other tactics: A net utility explanation.

DELEGATION of authority; MANAGEMENT styles; ORGANIZATIONAL sociology; WORKPLACE management; AUTHORITARIAN personality; INFLUENCE; POWER-elite model; FAIRNESS; PSYCHOLOGY

This study involved analysis of the preference for, and the actual use of eight influence tactics by managers. Managers (N = 95) filled out questionnaires. As predicted, the expected utilities of tactics were correlated strongly with both actual and preferred frequencies of use of tactics. The expected utilities of specific tactics did not correlate with actual and preferred frequencies of use of all other tactics (with some exceptions). [ABSTRACT FROM AUTHOR]

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