ABSTRACT
This chapter presents a broader view of the underlying features of influence tactics that may explain why some are favourable and others are unfavourable for employee states of commitment, satisfaction, emotional distress, motivation, and turnover intention. Influence tactics are thought to have sizable effects on employees' commitment and extra effort, organizational citizenship behaviours, organizational decision-making, and whether strategies and policies are implemented successfully. Research on social power and influence provides further reason to believe that employees' perceptions of properties or meanings of tactics are fundamental to tactics' effects on employees. Social power analysis implies presumed social consensus about the effects and meaning of particular ways of influencing. However, the interpretability of the results depends on whether we can understand the dimensional predictors themselves, particularly Supervisor Likeability. The strong suggestion is that the supervisor likeability implications of influence tactic use stem from supervisors' use of influence tactics displaying rationality, from allowing involvement, and from signaling respect.
