1. A. The bases of power the experimenter was using legitimate power.

The
experimenter was using their status in order to influence the teacher to listen to
orders. The available bases of power for the subjects was coercive power because
whenever the learner got something wrong the experimenter would tell them to give a
shock.

B. I think the subjects with a low need for power would be less hesitant to administer
the shocks than a subject with a high need. Subjects with varying motivation to
manage I believe would still follow directions.

C. Since the experiment was being conducting on the Yale campus it presented a more
serious look and feel that contributed to the experimenters power.

D. The experimenters influence tactic was how he would pressure the subjects to
continue by saying the experiment requires that you go on or that they had no
other choice to the ones that would hesitate.

E. The results of the experimenters influence were that the subjects who were
hesitating from harming the person in the other room would continue to do so because
the experimenter gave the order. The subjects continued giving the shocks even
though they were worried about the person receiving them.

F. I think the experiment should be replicated to see if the results would vary with a
larger group of people. Nothing about this experiment was unethical since nobody
was actually receiving shocks.

2. I believe this is excluded because being a leader shouldnt mean detaching yourself
and not searching for assistance when needed. Influencing others by the
administration of negative sanctions is not a leadership tactic. Leaders should only
teach by uplifting employees.

3. Power will corrupt the employee who is not ethically strong. If someone doesnt have
established morals then it will be easier to corrupt them or persuade them with money
for example. Subordinates could become corrupted at fault of the supervisors
corruption. For example the supervisor could give the subordinates more freedom
than they should receive in the workplace, or he might let them fall behind in
important tasks.

4. I do not agree, I believe feedback and employee openness is vital to progressing

forward as a company. Getting employee feedback is one of the best ways on learning
what changes need to be made since they are the ones experiencing it firsthand.
Constructive criticism towards the leader helps develop their skill set better.

5. Leadership is more than just influencing people though influence does have a great
part in it. Leadership is inspiring people to achieve more, and teaching them on the
way. For example an ad on TV could influence you to purchase a certain product, this
is not leadership.

A. The bases of power the experimenter had been legitimate power. The experimenter was using their status in order to influence the teacher to listen to orders. The available bases of power for the subjects was coercive power because whenever the learner got something wrong the experimenter would tell them to give a shock. B. I think the subjects with a low need for power would be less hesitant to administer the shocks than a subject with a high need. Subjects with varying motivation to
manage I believe would still follow directions. Since the experiment was being conducting on the Yale campus it presented a more serious look and feel that contributed to the experimenters power. D. The experimenters influence tactic was how he would pressure the subjects to continue by saying the experiment requires that you go on or that they had no other choice to the ones that would hesitate E. The results of the experimenters influence were that the subjects who were
hesitating from harming the person in the other
B.
C.
D.
E.
F.
G.
H.
I.
J.
K.
L.
M.
N.
O.

P. person receiving them.