Structuring constraints on perceptions of upward influence and supervisory relationships

Kathleen J. Krone

Research output: Contribution to journalArticlepeer-review

4 Scopus citations


This research examined the effects of centralization of authority on employees’ perceptions of the likelihood of attempting upward influence and their perceptions of supervisory trust and leader-member exchange. Three hundred and sixty-two employees from five different organizations responded to a questionnaire that assessed perceptions of centralization, attitudes toward upward influence, leader-member exchange and supervisory trust. Consistent with earlier formulations, centralization was operationalized as perceptions of participation in decision making and job autonomy (Hage, 1980; Hage & Aiken, 1967). Results revealed that both job autonomy and participation in decision making significantly affect subordinates’ attitudes toward attempting upward influence and the levels of trust and leader-member exchange they report concerning their supervisory relationship. The results are used to support the argument that centralization of authority acts as a structuring process in organizations to the extent that it constrains and most likely sustains variation in supervisory relational quality and attitudes toward attempting upward influence.

Original languageEnglish (US)
Pages (from-to)215-225
Number of pages11
JournalSouthern Communication Journal
Issue number3
StatePublished - Sep 1994

ASJC Scopus subject areas

  • Communication


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