Influence Techniques Used by Technical,Support Staff and Middle-Line Managers

The Mintzberg 1983 model for assessing variations in managerial organizational functions was employed to examine managers' self-reported successful use of influence techniques with their subordinates. Data were obtained from 49 middle-line, 36 technical, and 47 support managers using questionnaires completed anonymously. Analysis of scores on the Behavior Alteration Technique scale indicates that middle-line managers report more successful use of coalition and reward techniques than support and technical managers. Support managers report more successful use of rationality and manipulation techniques than middle-line and technical managers. Technical managers report more successful use of pressure and legitimate authority techniques than middle-line and support managers.