In this dissertation, the reader finds three empirical studies using multiple methods to shed light on influence within the upper echelons. Chapter 1 provides the motivation and overarching framework for the dissertation. Chapter 2 sets the basis for the dissertation by taking on a holistic perspective. Specifically, this chapter looks at the board/director-level antecedents of influence and at both the observable (holding a formal role, capability, and prototypicality) and underlying (social dominance and being socially disruptive and a task challenger) characteristics. Overall, this chapter is motivated by the desire to better comprehend how that influence is obtained and who has influence within the board. Chapter 3 takes on an interface (i.e., director–CEO and director–chair) perspective and looks at both the observable (director and chair gender) and underlying (director status and CEO social dominance) characteristics to comprehend influence processes. Overall, Chapter 3 represents an example of what influence processes within the board may look like in practice and how internal and external contingencies can impact these processes. Chapter 4 looks at the executive level and at both the observable (CEO experience) and underlying (CEO regulatory focus) characteristics. This chapter focuses on the CEO’s ability to influence his or her firm’s strategic outcomes and how the relational interface impacts his or her ability to do so. Chapter 5 discusses how the dissertation adds to the current literature and highlights the theoretical and practical implications of this dissertation’s core findings, discusses the most critical limitations, and explores avenues for future research.