This study examines the use of influence tactics by 41 Human Resource Executives in upward direction (e.g. CEO/General Manager). The results indicate that they use a large number of influence tactics, that they use more frequently ‘‘soft’’ tactics than ‘‘hard’’ ones or ‘‘neither soft nor hard’’ ones, and they choose their tactics based on a cost-benefit analysis. Furthermore, the analyses reveal that respondents whose feelings of self-efficacy are high will not attempt to influence or use ‘‘soft’’ tactics any more frequently than respondents with low feelings of self-efficacy. Finally, the results indicate that our respondents exercise influence effectively in upward direction.