THE EFFECT OF POWER RESOURCES UPON FOLLOWER'S PERCEPTION OF LEADERSHIP FUNCTION AND HOSTILITY AROUSAL

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This laboratory experiment was designed to examine the effect of supervisor's power resources upon follower's perception of leadership function and hostility arousal. In this study, according to French & Raven (1959) 's taxonomy, four kinds of power (Coercive, Reward, Expert, Referent) were introduced. These social powers were manipulated by instruction. As test batteries, P-M Leadership Scale, and hostile scale by SD method were administrated after 8 task trials. The subjects were 155 sixth grade pupils. The results were as follows. 1. Though power holder's behavior was kept constant, the subjects' perception of their supervisor's behavior was variant with four power conditions. Especially Expert Power was in striking contrast to Coercive Power; in Expert Condition, positive covariation with P scale and M scale was found. In Coercive Condition, on the other hand, negative covariation with both scales was found. 2. Regarding hostile feeling to supervisors, it was found that followers' perception of P-M leadership function for supervisors was related to hostility arousal. M function perception effected as a factor of hostility reduction. However, the relation between P function perception and hostility arousal was not always consistent. Namely, it was suggested that power resources which seemed to be background for P function perception basically determined hostility arousal.
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