The purpose of this study is to investigate the influence of P-M leadership types on group performance norms and on the uniformity of responses to them.
Subjects were 16 second line leaders, 141 first line leaders and 681 subordinates of a bank. The P-M survey, including group performance norm questionnaires, was given to all the subjects.
The results are summarized as follows:
1. Concerning only the first line leaders, the groups with PM type leader have a significnatly higher higher group performance norm than the groups with P, M, and pm type leaders.
2. Concerning only the first lineleaders, the uniformity of responses to group performance norms was significantly higher in the groups with PM type leaders than that in the groups with P, M, and pm type leaders.
3. P function and M function are positively correlated to group performance norms and uniformity of responses to them.

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Employee turnover has been the subject of much practical and theoretical research because it represented important personnel and organizational problems.
In the past, many studies indicated a great many variables related to employee turnover. The comprehensive review of these studies showed job satisfaction was consistently and inversely related to turnover. These studies, however, did not treat simultaneously a set of variables as a system and never discuss the interrelations among such variables.
This study was based on the assumption that employee turnover would be influenced by many job attitude variables. Therefore, the author stressed the consideration of a complex system of relationships among variables.
A special type of multivariate analysis method was adopted to achieve this object. That is, hierarchical cluster analysis and path analysis were used to explore the hypothesized complex linkage pattern of interrelationships among job attitudes variables. Hierarchical cluster analysis reduced the number of variables, offered hints about causal patterns, and made path analysis more practicable.
The effects of job attitudes on turnover was analyzed by using data collected from 297 male workers engaged in railroad maintenance.
It was found that attraction to workshop and identification with organization had direct effects on turnover. Chance of participation had a slight but direct effect on it. Group norm affected turnover indirectly through attraction to workshop and identification with organization. Also, job control affected it through chance of participation and identification with organization.
In general, these findings showed that employee turnover was most closely tied to group norm and human relation variables, and supported hypothesis.
Based on these findings, it was argued that the combined use of hierarchical cluster analysis and path analysis was very useful in predicting employee turnover.
Finally, methodological considerations and future research needs were also discussed.

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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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The present study aims to test hypotheses concerning three aspects of the causal attribution process as related to (1) what one attributes the causality of the observed accidents, (2) how much one elnpathizes with the actor, and (3) how one evaluates the actor's behavior, using “naturalistic” settings with positive or negative consequences. A 2×2×3×2 factorial design was used, with (1) the nature of the consequences depicted (positive or negative), (2) severity of the consequences (severe or mild), (3) the actor's personality traits (preferred, neutral, or unattractive), and (4) sex differences as independent variables.
As predicted from the defensive-causal attribution hypothesis, positive accidents tended more to be attributed to external causes whereas negative ones were more likely to be attributed to internal causes. This tendency, however, varied as a function of the actor's personality traits. That is, under the conditions in which negative consequences were obtained, the subjects tended to hold the situation responsible rather than the actor if he was “preferred”, but the opposite held true when the actor was “unattractive”. Under the positive conditions, however, the tendency was more nearly reversed.
In addition, the subjects tended to empathize with and to be favorable toward the actor when the accident brought positive results. On the other hand, the subjects who had negative rather than positive self-regard tended to judge the actor more favorably. Sex differences were generally not significant though suggestive.

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The present study was designed to investigate the effect of negative evaluation to group performance upon members' interpersonal relation and group performance itself. It was hypothesized that members in incompatible groups would be more affected by negative evaluation than members in compatible groups. The difference would be reflected in interpersonal relation and group performance.
80 4th-grade boys and girls were assigned to four dyadic exprimental and control groups. Four groups were compatible-negative evaluation (P-F), incompatible-negative evaluation (N-F), compatible-non negative evaluation (P-C) and incompatible-non negative evaluation (N-C). Compatible and incompatible groups were constructed by the result of a sociometric test. The task was to trace S-figure in co-operation with partner as fast as possible. Performance was judged on two dimensions, speed and errors. The change in interpersonal relations was measured by 6 questionnaire items.
Results were summarized as follows:
1. In interpersonal relations, the effect of negative evaluation was the greatest in N-F groups.
2. The change in interpersonal relation was not reflected in group performance.
3. Errors were decreased by negative evaluation.
4. When negative evaluation was given, boys tended to lower their self-evaluation, while girls tended to heighten their self-evaluation.

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[in Japanese]

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[in Japanese]

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