PROMOTION DECISIONS BY MANAGERS - A DEPENDENCY PERSPECTIVE

Promotion decisions of 197 managers (63 males, 134 females) from a lar ge not-for-profit organization were investigated using a dependency pe rspective. Both performance level and organizational connections of a subordinate influenced promotion decisions. Subordinate influence atte mpts had an impact on promotion recommendations only when a manager wa s aware of a subordinate's organizational connections. Potential subor dinate turnover did not influence promotion decisions by managers. The implications of this study for both practice and research are discuss ed.