A survey investigated the extent to which mid-level managers in community colleges used influence tactics. Survey respondents (N=208) reported on a variety of influence behaviors, categorized into nine influence dimensions (rational, consultation, inspiration, ingratiation, legitimating, exchange, coalition, personal, and pressure). Analysis of responses revealed, that, on the average, rational persuasion, consultation, and inspiration appeals were moderately used; ingratiating appeals and legitimating tactics were used occasionally; and exchange tactics, personal appeals, coalition tactics, and pressure tactics were very seldom used. Except for legitimating tactics, all influence dimensions differed significantly in frequency of use by organization direction defined as directed toward co-workers, subordinates, or superiors. Personal characteristics and college size were not strong correlates of influence tactic use. This community college population used influence more often than a comparison corporate population though the rank order of use by influence tactics was almost identical. Possible confounding aspects such as under-reporting of tactics perceived to be self-serving are addressed. (Contains 8 tables and 34 references.) (DB)