This study examines the upward influence capabilities of middle level managers (MLMs) in a variety of strategic decisions. It was found that: (1) MLMs tended to be successful in their upward influence interactions but exerted influence primarily in less risky strategic decisions, (2) MLMs who had been working for their superior for a long period of time were extremely influential in strategic decisions, and (3) MLMs who were high in their needs for achievement or power or who had an internal locus of control were more influential in strategic decisions than were MLMs who were low in their needs for achievement or power or who had an external locus of control.
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