Subjects viewed a videotape of a manager behaving in either a
positive, punitive, or goal-setting manner who was portrayed as
having a reputation for effectiveness or ineffectiveness (or had no
information given about his reputation). The impact of these variables
upon perceptions of power was assessed. Managerial behavior signifi
cantly influenced perceptions of reward, coercive, legitimate, expert,
and referent power. Managerial reputation significantly influenced
perceptions of legitimate, referent, and especially, expert power. The
relationships between overt managerial behavior and subordinate
power perception were replicated in a second more "natural" ex
periment. The results suggested the existence of an "implicit power
theory" evoked by these managerial behaviors and information cues.
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