Understanding employees' reactions to supervisors' influence behaviors : A community sample predicting employee commitment, turnover, and stress

Purpose – This study seeks to demonstrate that employees' reactions to their supervisors' influence behaviors are governed by meanings inferred from the behaviors. Another aim is to develop a method in which “weights” for predicting employees' reactions are assigned using mean ratings of perceptions of the features and social/organizational implications of the influence behaviors. Design/methodology/approach – Employees of an energy utility completed survey questionnaires concerning the extent of their supervisors' use of specified influence tactics. Employees' organizational commitment, supervisor commitment, turnover intention, and stress also were surveyed. A separate, community sample rated the influence tactics for dimensions of meaning or implications of the tactics. Data from the two samples were combined in a novel arithmetic scoring procedure as one of several analyses looking for evidence of the specified dimensions' effects. Findings – The study finds that employees' work attitudes and other outcomes were predicted to a statistically significant degree by dimensional, perceptual characterizations of the influence tactics used by their supervisors. In culminating multiple regression analyses, respectfulness was associated with supervisor commitment, turnover intention, and emotional distress; directness was associated with organizational commitment. Additional analyses indicated that other dimensions of meaning also were associated with outcomes. Research limitations/implications – The meanings of supervisors' influence behaviors are somewhat culture‐specific, so the generalizability of findings to other cultures is uncertain. However, the central role of social inferences in reactions to supervisors' influence behaviors may be replicable to other cultures if culture‐specific content or ratings are substituted there. This research also has the usual limitations of cross‐sectional, correlational research. Practical implications – In their interactions with employees, managers and supervisors should be aware that their influence behaviors, collectively, generate reactions that are significant for employees' motivation and well‐being. Supervisory behaviors and work contexts should be managed so that employees will infer that their supervisors are showing respect and are being honest and direct. Originality/value – Processes previously assumed to intervene between supervisory influence behavior and employee reactions were operationalized and demonstrated. Novel methods were developed for this research, and these methods may also be applicable to other research domains that involve sets of behaviors that parallel existing schemes for influence behavior.