The primary purpose of this study is to model the implementation of influence techniques by top, middle and first line managers during constructive change processes, and discusses several theoretical explanations for how different leaders at different level of management can influence strategic change throughout an organization. This qualitative study focuses on developing a situational framework for understanding the relationship between different level of management and the adoption of

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... nt influence techniques to achieve an effective constructive change throughout the organization. Critical emphasis is given to the role of first line manger as potential change agents or leader of implementing the transformational process. In addition, variations in influence direction weather downward, upward or peered is examined and compared to findings in other similar studies. This study uses qualitative methodology by highlighting the most important findings and conclusions that have unfolded in the last few decades and embody much of the contributions performed in this field of research within one common framework.