The purpose of this study was to examine the characteristics of managerial and supervisory behavior in government organizations in comparison with their counterparts in private enterpnses. We prepared a questionnaire for use in measuring leadership behavior of section chiefs and subsection chiefs by subordinates' answers. Also we measured seven variables such as subordinates' motivator morale, hygiene morale, teamwork, meeting-evaluation, communication, mental hygiene and performance-norm which were characterized as dependent variables of leadership behavior of thier leaders.
By factor analysis of leadership items, factor of “group maintenance”, “execution plans”, “discipline guidance” and “observance” were found in case of subsection chiefs and factor of “group maintenance”, “planning and coordination”, “discipline guidance and execution plans” and “observance” were found in the case of section chiefs. Factor of “pressures for work performance”, which had been found in private enterprises, was notfound in this study. Factor of group maintenance was considered to correspond to M-behavior and the other factors were considered to correspond to P-behavior in P-M leadership theory. Mbehavior is group maintenance-oriented leadership behavior and P-behavior is group goal achievementoriented leadership behavior.
Eight items for use in measuring P-behavior and eight items for M-behavior were selected, so that we could divide each leaders into one of four leadership types, i. e. PM-type, P-type, M-type and pm-type. The scores of dependent variables were compared between four leadership types. As far as the descending order of the effects of the four types was concerned, there was no difference between government organizations and private enterprises. Namely, in all dependent variables, PM-type obtained the highest scores, with pm-type the lowest. In all the variables but performance-norm, M-type ranked second and P-type third. In the variable of performancenorm, P-type came second and M-type third. It was in the scores of communication that the differences were found sharpest between four types and this result was considered as characteristic of the leadership behavior of government organlzatlons ln comparison with the private enterprises.

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The purpose of the present study is to clarify the effect of empathic contact in emotional roleplaying in changing and maintaining of attitudebehavior toward cigarette smoking in the framework of educational laboratory training. This technique is based on the conflict theory approach to attitude change and decision making (Janis & Mann, 1968).
The unique features of this emotional roleplaying consists of a standardized psychodramatic procedure in which the E induces the Ss to give an improvised emotional performance by asking him to act out a fiction calamity, as though it were really happening, using props or other staging. The E enters directly into dramatic dialogues with the Ss, following a standardized script and thus is able to focus the Ss attention. The material used is smoking behavior. The Ss were 30 women students from 3 different universities, 21-22 years of age, all of whom volunteered to participate in a research study. All of them were smokers. The main results were as follow;
(1). Emotional role-player (Ss asked for the role of patient) produced more changes and maintenances toward their attitude and behavior receiving empathically the threat and scientific information aroused by communicator (E asked for the role of the doctor).
(2). Control group (Video tape T. V. Observer) provided only information and produced little change, which was toward the negative direction after ten days in experiment.
(3). The mediate variables in changing of attitude and behavior weren't the fear levels, but the anxiety levels.
(4). He produced more effective changes in emotional role-playing with those who had shown a high discrepancy between the real-self and the ideal self in self concept.

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This study focused on young people's U-turn behavior, which was defined as young people returning to their rural village after having left to work in urban area.
72 young people 19-29 years of age, who Uturned to their native villages were investigated at three “Kaso” villages (population decling village), Tonbara (Shimane Prefecture), Tsutsuga and Yoshiwa (Hiroshima Prefecture). All of these villages are remote and secluded in the Chugoku mountains. The U-turn group was compared with two other groups; (1) 183 young people who left their native villages to live in urban areas, and (2) 105 young people who never left their native villages.
The main findings were as follows: (1) the subjects may be formed in three different types; (a) Urban-Oriented Type; those who were obliged to U-turn due to family circumstances though they had been satisfied with the urban life, (b) Urban-Rural Unsettled Type; those who were disappointed with urban life and were willing to Uturn to their native villages, and (c) RuralOriented Type; those who had to leave their native villages for urban areas in order to work or go to school, but did not want to live there, (2) most interestingly, all young people regardless of U-turn types, were satisfied with their life in the native village.

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The purpose of this study was to investigate the effect of participation in decision-making upon the member's satisfaction. The following two factors were chosen as independent variables in order to examine the effect of participation operationally: namely (1) “total influence”, or the total amount of influences exerted by individual group members upon decision-making, and (2) “level of participation (LP) ”, or the index representing the distribution of varying amounts of influence exerted by individual group members upon decision-making (this index ranges from 0 to 1, and the more the index approaches 1, the more uniformly the group members exert their influences).
Hypotheses were set up as follows: namely, (A) Where the total influence is constant, the degree of the member's satisfaction considered as a function of LP can be graphed as a convex curve; in other words, there exists a level of participation for which the degree of satisfaction is rated as maximum (optimum level of participation), and (B) the optimum level of participation approaches 1 as the total influence increases.
In the experiment, Ss were male university students and the experimental design was based on two-factors completely randamized design. In the factor of total influence, large total influence condition and small total influence condition were introduced and in the factor of LP, condition of 0, 0.5, and 1 were introduced. One group consisted of three persons, two subjects and one confederate. They made a decision on a certain number of words by selecting them from a word list in order to use them in a composition which they were subsequently supposed to write by group work. Total influence was manipulated by changing the number of words to be selected by group members and LP was manipulated by changing the distribution of words to be selected. Satisfaction, dependent variable, was measured by questionnaire after the decision was made.
The results showed that the above hypotheses (A) and (B) were both supported.
The reexamination of Mulder's “Power-distance Reduction Theory” was also attempted and the results tended to support it.

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PM-Sensitivity Training developed by Misumi (1972) was conducted for 60 nursing school teachers to improve their leadership ability. The trainee were divided into 10 groups by 6 members and discussed the case of post problem for 90 minutes. After that, they rated the leadership behavior (the task performance behavior and the group maintenance behavior) of themselves and of the co-members of each group during the discussion. Before the next case discussion, they were informed of the cognitive discrepancy between self-perception (ratings by themselves) and perceived-self (ratings by the co-members of each group) concerning their leadership behavior. The Perception Types (Self-Perception Valued Type; Perceived-Self Valued Type) were decided by asking them whether they valued self-perception or perceived-self. The case discussion, mutual ratings, and feedback of the discrepancy were conducted four times (the first session-the fourth session).
The main results of this study were as follows:
1) As the session acumulated, the discrepancy between self-perception and perceived-self concerning their leadership behavior had significantly decreased.
2) The number of the Perceived-Self Valued Type (29 persons) was significantly more than that of the Self-Perception Valued Type (11 persons).
3) In the process of reducing the cognitive discrepancy, the Self-Perception Valued Type tried to use the strategy that made perceived-self contiguous to self-perception (that made perceived-self change by changing their own leadership behaviorChanging Behavior Strategy) more than the Perceived-Self Valued Type. The Perceived-Self Valued Type tried to use the strategy that made self-perception contiguous to perceived-self (that changed self-perception-Changing Perception Strategy) more than Self-Perception Valued Type.
4) In the process of reducing the cognitive discrepancy, in general, Changing Perception Strategy was significantly used more than Changing Behavior Strategy.

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This study aims at an investigation of the group meeting attractiveness and the relationship between self-rating and rating by others of discussion groups. Subjects in this study were twenty-four participants in a sensitivity development seminar. These participants were divided into two groups, each of which were composed of twelve members. Each of the groups (Group A and Group B) had ten group sessions. Group A's first five sessions were a sensitivity training course (ST) and the other five sessions were a case-study course (PMT), while Group B conducted five PMT sessions first and then five ST sessions. The group meeting attractiveness formed in the ten sessions was examined. The mutual ratings by PM scales of discussion members in the five PMT sessions were also examined.
The cognitive discrepancy between self-rating and rating-by-others was examined from three points: (1) the direction of the difference between self-rating and rating-by-others; (2) the correlation between them; (3) the absolute values of difference between them.
The results were:
(1) As to the directon of the cognitive discrepancy, self-rating was lower than rating-byothers. The tendency was prominent among the subjects of GroupB.
(2) The significant correlations between selfrating and rating-by-others appeared more obviously in Group A than in B.
(3) In the case of Group A, the absolute values of the cognitive discrepancy decreased rapidly during the five sessions. The differences of the cognitive discrepancy were discussed in relation to the characteristic leadership structure of each group.
(4) Through a factor analysis of the correlations among the ten sessions, it was found that the pattern of increase of meeting attractiveness was related to the favorable evaluation of the seminar (p<. 02) and that the subjects in Group A showed this upward pattern more prominently than those in Group B (p<. 10).

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[in Japanese]

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[in Japanese]

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