Power use and differential competence as determinants of subordinates' evaluative and behavioural responses in simulated organizations

Insights from leader-member exchange theory and social justice theory were combined to derive predictions about the effects of relative competence and power use by a move powerful other on evaluative and behavioural responses of subordinates. These predictions were tested in two experiments, using a simulated organizational structure. The main results of the first experime nt (N = 73) indicate that frequency of power use is an important determinan t of subordinates' evaluations of the status quo, supporting predictions fr om leader-member exchange theory. However, in line with a procedural justic e explanation, perceived legitimacy of the superior's behaviour and partici pants' cooperative intentions were determined jointly by power use and rela tive competence. A second experiment (N = 152) more closely investigated be havioural responses. The findings obtained in Experiment 1 were replicated, and as predicted, interaction effects of the superior's power use and comp etence were found for subordinates' collaborative behaviour and employee tu rnover. Both these effects were mediated by participants' sense of commitme nt to their superior. Theoretical and practical implications of the finding s are discussed. (C) 1999 John Wiley & Sons, Ltd.