The Influential Subordinate: An Oxymoron or a Daily Necessity?

Susan Geertshuis, Rachel L. Morrison and Helena D. Cooper-Thomas
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Susan Geertshuis: The University of Auckland
Rachel L. Morrison: Auckland University of Technology
Helena D. Cooper-Thomas: University of Auckland

Chapter 5 in Relationships in Organizations, 2013, pp 74-106 from Palgrave Macmillan

Abstract: Abstract Naomi was recruited to restructure the administrative systems within a company- Her new’ line manager provided Naomi with the company’s vision lor how this should be done and provided her view on the system that would bring about the desired efficiency gains- Naomi’s manager did not have a background in administration but had been in the company for many years and so knew everyone and was an experienced user of the old systems. Over a period of months Naomi and her manager got to know each other and Naomi also built up her knowledge of the company’s systems and a network of her own contacts. Naomi was keen to make a good impression on her new boss, she worked hard, and discussed her evolving ideas for the restructure with her manager. Unfortunately, Naomi’s manager seemed to reject most of Naomi’s reasoning and ideas- She discounted the evidence Naomi provided and asked Naomi to stick with the original vision, Naomi felt that her boss had not given her, or her ideas, proper regard. She was concerned that her manager was wedded to solutions that would be expensive and inefficient. Can Naomi influence her boss? What should she do? Who should she involve?

Keywords: Management Journal; Apply Psychology; Impression Management; Social Psychology Bulletin; Political Skill (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-28064-0_5

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DOI: 10.1057/9781137280640_5

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