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Management Communication Quarterly
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The Interactive Effects of Role Change Goals Andrelational Exchangeson Employee Upward Influence Tactics

James O. Olufowote

Boston College

Vernon D. Miller

Michigan State University

Steven R. Wilson

Purdue University

Employee upward influence for role changes implicates involvement in decision making, fit, and organizational functioning. Porter, Allen, and Angle’s framework is used to explore employee upward influence with supervisors during role change. Tactic selection is hypothesized to vary as a function of role change goals (i.e., magnitude of change and degree of personal and organizational benefit sought) and the quality of the leader-member exchange (LMX). Regression analyses of employee surveys (N = 128) indicate that employee goals (i.e., both personal and organizational) and the magnitude of role change interact to predict employee use of rationality and coalition. Furthermore, LMX and the magnitude of change interact to predict employee rationality. Implications for research and practice are discussed.

Key Words: upward influence • leader-member exchange • employee role change

Management Communication Quarterly, Vol. 18, No. 3, 385-403 (2005)
DOI: 10.1177/0893318904270743
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