The present study was undertaken to find out whether different influence tactics are evaluated the same way, or differently, in downward and upward exercise of influence; whether appropriateness and effectiveness constitute two different dimensions of evaluation; and whether the sex of the influence agent and the influence target affects the evaluation of influence tactics. Data were collected from 144 bank managers. Results showed that for influencing subordinates, many more tactics are seen as being highly appropriate and effective, than for influencing superiors. Appropriateness and effectiveness emerged as two different dimensions of evaluation. The sex of the influence agent had no effect on the evaluation of influence tactics; however, the sex of the influence target affected the evaluation of the appropriateness of different influence tactics. Implications of these findings are presented.