Power and social context in superior-subordinate interaction

Power differences are thought to interfere with superiors' interaction with subordinates. However, it is also argued that superiors with considerable power are most supportive of their subordinates. To explore these opposing positions, 90 undergraduates became managers with either high or low power who believed their goals were cooperatively, individualistically, or competitively related to their subordinate. Results support the hypothesis that social context affects how superiors use their power to interact with subordinates. High- and low-power superiors in cooperation had positive expectations, interacted constructively, restated the task, responded to requests for assistance, and developed a positive relationship compared to high- and low-power superiors in individualistic and competitive situations. In addition, only the high-power superiors in cooperation used their expertise to give direct aid to the subordinate. Results indicate that in cooperation superiors are likely to use their power constructively; however, in competitive and individualistic contexts, superiors are apt to fail to use their resources to facilitate subordinate performance. Results were also interpreted as suggesting that it is not so much the extent of superiors' power but the social context that affects their use of power and interaction with subordinates.