Abstract
The purpose of this experiment was to examine the possibility of the existence of two distinct and different M behaviors, that is, the Expectaive-supportive M and the Status quomaintenance M (the Situation conserving M).
In Exp, the number of subjects was seventy two. Depending on the high rank leader's content of utterance, three M behavior conditions (the Expectative-supportive M condition, the Status quo-maintenance M condition, the Non-M condition) were set up and each condition was then divided in two conditions according to the authorization frequency, that is, whether the high rank leader gave a subject more frequently right to direct the subordinates or less.
It was assumed that the Expectative-supportive M behavior would be further affected in the condition where the leader gave frequent authorizaton. Thus a 3 (M behavior conditions) X 2 (authorization conditions) design was used for 12 subjects in each condition.
In the Expectative-supportive M condition, the high rank leader showed expectancy and support toward the subjects. On the other hand, in the Status quo-maintenance M condition, the high rank leader allowed the subjects to conserve the present situation and maintain the status quo. As for the Non-M concition, the high rank leader displayed P utterance, but did not display M utterance toward subjects. These P utterances included in the Non-M condition were included inboth the Expectative-supportive M and the Status quo-maintenance M conditions.
The main results are as folllows,
1) In the Expectative-supportive M condition, the subject's cognition concerning high rank leader's pressure is stronger than that in the Status quo-maintenance M condition.
2) In the Expectative-supportive M condition, compared with the Status quo-maintentenance M condition, a high morale aroused among the subjects.
3) In the condition where authorization frequency is high, the subjects felt a greater aversion toward the leadership of the high rank leader than in the condition where it is low.
4) The assumption that the condition with high authorization frequency would further promote the effects of the Expectative-supportive M condition is not verified.
In additional Exp, the number of subjects was fifteen.
In order to further invetigate the Expectative-suppotive M behavior, an Expectative-supportive M condition without the high rank leader's P utterance was set up. Thus, the P behavior was eliminated to examine the Expectative-supprtive M behavior.
The main results are as follows,
1) In the Expectative-supportive M condition without P utterance, the subject does not feel a strong pressure from the high rank leader.
2) In the Expectative-supportive M condition without P utterance, a high morale aroused also among the subjects.
The above mentioned results are due to the fact that the Status quo-maintenance M behavior reduces the follower's positive tension and anxiety which accompany the goal achievement, while the Expectative-supportive M behavior induces the follower's positive tension and anxiety, in other word, the internal pressure which makes the followers feel that they should respond to their leader's. expectancy and support. Therefore, because of this internal pressure, the expectative-supPortive M behavior arouses a strong P cognition among the followers.
