중간관리자의 영향력 전술이 관리효과성에 미치는 영향

This study examined the impact of a middle manager’s influence tactics on a managerial effectiveness. In addition, it also looked into whether influencers choose different tactics and whether their frequency changes depending on whom they influence (e.g.: superior or subordinate). To that end, the study used nine influence tactics introduced by Yukl and Tracey (1992), and the scope of assessment of a middle manager’s influence tactics was expanded to include the middle manager’s relationship with both superior and subordinate from either one of them. The results of assessments conducted by immediate superiors of middle managers were used to assess the managerial effectiveness. The analysis shows that while tactics such as rational persuasion, personal appeal and legitimating are used more often in a upward relationship, inspirational appeal, consultation, ingratiation, exchange, coalition, and pressure are observed more frequently in a downward relationship, each of them supporting Hypothesis 1 and Hypothesis 2 respectively. Also, from the study conducted to verify the relationship between influence tactics and a managerial effectiveness, it is found that rational persuasion and ingratiation have a positive impact on a managerial effectiveness while legitimating negatively affects the effectiveness in a upward relation. In contrast, only legitimating is found to have a negative impact on a managerial effectiveness in a downward relationship, backing up parts of Hypothesis 3. These results indicate that though the influencer may use different tactics depending on the position of the person he, or she tries to influence, soft tactics that value human dignity, caring and courtesy can be even more effective than strong tactics for enhancing the positive effect of the chosen tactics. This study is significant in that it provides basic materials regarding what tactics can be effective for middle managers to successfully influence their superiors and subordinates within organizations.