Patterns of managerial influence: Shotgun managers, tacticians, and bystanders

he exercise of influence is a fundamental licularly subtle. Machiavellian, or statesactivity in organizations. The above exammanlike examples of influence tactics. Neverples, taken from interviews, illustrate some theless, they do represent typical forms of of the ways in which managers carry out this influence used in organizations. At the outactivity on a daily basis. These are not parset, we note that most managers do not exer-