Strength of Subordinates’ Upward Influence Tactics and Gender Congruency Effects¹

An empirical investigation with 117 superior‐subordinate dyads examines the moderating effects of subordinate gender on the relationships between the strength of upward influence tactics and three outcome variables: performance ratings, psychosocial mentoring functions, and career‐related mentoring functions. The results support predictions that men who employ stronger upward influence tactics obtain higher performance ratings and more career‐related mentoring functions, and women who employ weaker upward influence tactics obtain more psychosocial mentoring functions. Implications of the findings for theory, research, and practice are discussed.