RESUMO
Task contingencies were modeled from bureaucratic organizations in which vague job descriptions provide incomplete contingency specifications. Response rates within dyads were examined using two nonsocial, two social, and two control contingencies. In the first social contingency, responses by the superior produced monetary reinforcement for a subordinate while the superior received no reinforcement from his subordinate. A second social contingency was identical to the first except that the subordinate's rate of responding determined the rate of reinforcement delivered to his superior. Within this contingency, mutual reinforcement occurred whenever rates of superior and subordinate responding were correlated. Two control contingencies were identical to the second social contingency except that either the superior or the subordinate received a rate of response-independent reinforcement virtually identical to the rate received during the second social contingency. Leadership, in this context, was the difference between rates of subordinate responding produced by a nonsocial contingency and rates produced by each of the two social contingencies. The two nonsocial contingencies supported almost no responding among subjects. The first social contingency produced minimal levels of leadership within every dyad. The second social contingency produced high levels of leadership. Response-independent reinforcement generally reduced or eliminated responding.