POWER STRATEGIES IN ORGANIZATIONS.

Abstract

Two studies examined subordinate perceptions fo their own and their supervisors' use of behavior alteration techniques and the relationships between such use and subordinate satisfaction. The results indicated that subordinates seldom use most of the techniques in their interactions with their supervisors, but when they do they favor use of Expert and Self-Esteem approaches. Supervisors were found to use most frequently the techniques labeled Expert, Self-Esteem, Reward from Behavior, Legitimate-Higher Authority, and Personal Responsibility. Strong, positive relationships between supervisor and subordinate use of the individual techniques studied were obtained, suggesting a possible modeling effect within the organization. Almost all of the significant correlations between use of individual techniques and subordinate satisfaction with supervision were negative, suggesting the possibility that increased attempts at behavioral alteration stem from subordinate dissatisfaction or lead to that dissatisfaction.

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