Akademik Veri Yönetim Sistemi
Quality and Quantity, 2025 (Scopus)
For every individual within any organisational framework, there are important values that he/she believes and adopts. These values and their levels vary from individual to individual and their traces can be observed through an individual’s behaviours. Supervisors who notice these traces can gain insight into which value orientation their subordinates tend to have. Based on this belief, this study aims at researching the mediating role of influence tactics in the relationship between values and perceived supervisory support. How individuals with different value orientations use which influence tactics to gain supervisory support were tested using separate models. First of all, the validity and reliability of scales are checked. In this regard, scales of universal values, influence tactics and perceived supervisory support separately go through a confirmatory factor analysis and all of them are proved to be a valid scale. After that, the measurement model and structural model tests are conducted. As a consequence, it is found out that rationality, which is one of the influence tactics, mediates between almost all value orientations (universalism, hedonism, self-direction, security, benevolence, stimulation, conformity, and achievement) and perceived supervisory support. On the other hand, upward appeal tactic is confirmed to mediate for individuals, especially with power, hedonism and self-direction value orientations to receive supervisory support. As an outcome of this research, coalition has been determined to be another tactic to be used by subordinates to receive supervisory support. This tactic has been proved to be effective, especially for individuals with tradition and achievement value orientations in gaining supervisory support by influencing their supervisors. Other influence tactics (exchange of benefits, ingratiation, and assertiveness) have not played any role as a mediator in the relationship between individuals’ value orientations and perceived supervisory support. As a result, even if an individual cannot change his/her own value orientations, he/she can receive supervisory support by using appropriate influence tactics in the right place at the right time.