Anderson L R, Karuza J, Blanchard P N
J Psychol. 1977 Sep;97(1st Half):59-70. doi: 10.1080/00223980.1977.9915926.
Sixteen groups of male and female university students (N= 129) were tested in a 2 by 2 design which varied mode of leader selection (election vs. appointment) and desirability of leader role (desirable vs. undersiable). Desirable leader roles were created by offering $5.00 and extra experimental credit for extra work to be completed on the leader's own time. Leaders in undersirable roles had to complete the extra work without pay or experimental credit. After a warm-up task, a confederate was either elected or appointed leader. On two subsequent tasks the leader made three influence attempts on (a) the task structure, (b) the task content, and (c) the members' willingness to volunteer to help the leader with the extra work. Results indicated that on all influence measures individuals elected to the undersirable leader role had significantly greater social power than individuals elected to the desirable role. Desirability of the leader role did not significantly affect the social power of appointed leaders.
16组男女大学生（N = 129）参与了一项2×2设计的测试，该设计涉及领导者选拔方式（选举与任命）以及领导者角色的吸引力（有吸引力与无吸引力）两个变量。通过提供5美元报酬以及额外的实验学分，鼓励学生在自己的时间完成额外工作，以此创造出有吸引力的领导者角色。无吸引力角色的领导者则必须无偿完成额外工作且得不到实验学分。在一项热身任务之后，一名同谋者要么通过选举、要么通过任命成为领导者。在随后的两项任务中，领导者对以下三个方面进行了三次影响力尝试：（a）任务结构，（b）任务内容，以及（c）成员自愿帮助领导者完成额外工作的意愿。结果表明，在所有影响力指标上，被选为无吸引力领导者角色的个体比被选为有吸引力角色的个体拥有显著更大的社会权力。领导者角色的吸引力对被任命的领导者的社会权力没有显著影响。
