Upward-Influence Styles: Relationship with Performance Evaluations, Salary, and Stress

Within the past decade, organizational theory and research have made substantial contributions to our understanding of the upward-influence process in organizations by which participants attempt to gain compliance from those at higher levels in the formal organizational structure. It is generally recognized that exercising upward influence is an essential aspect of organizational behavior and contributes substantially to individual effectiveness (Pelz 1952; Kanter 1977; Mowday 1978; Schilit 1986).