This study aims to investigate elementary models of social relations in Turkish cultural context and to link these models with horizontal and vertical individualism and collectivism and personal value priorities. Fiske (1992) suggested that four elementary relationship models: communal sharing, authority ranking, equality matching, and market pricing motivate, organize, generate, coordinate, and evaluate almost all social relations. First, the Modes of Relationship Questionnaire (MORQ) asessing the four relational models was adopted to Turkish. Second, systematical associations of relational models with horizontal and vertical individualism and collectivism and personal value priorities were examined. It was expected that horizontal cultural dimensions would predict equality matching and vertical dimensions would predict authority ranking, individualism would be linked to market pricing and collectivism would be linked to communal sharing. For personal value priorities, self-trancendence values would be associatedwith communal sharing, self-enhancement with authority ranking and market pricing, and conservation with authority ranking. Participants (N = 214) completed the MORQ, the Individualism and Collectivism Scale (INDCOL), and the Portrait Values Questionnaire (PVQ). The four factor-structure of the relational models was supported in comfirmatory factor analyses. The hypothesized associations between relaitonal models, cultural orientations, and personal priorities were mostly supported. The results indicated that collectivism predicted communal sharing, vertical dimensions predicted authority ranking, horizontal collectivism predicted equality matching, and vertical individualism predicted market pricing. It was also found that self-trancendence predicted communal sharing and equality matching, self-enhancement predicted authority ranking and market pricing, and conservation predicted authority ranking.Theoretical, methodological, and practical implications of the findings were discussed considering previous work and cultural context.

The overall aim of the present research was to explore what makes leadership behaviour to be perceived or judged as appropriate behaviour by followers and thus as influential on followers. Based on the Relational Models Theory, which postulates four elementary relationships people engage in and defines what motivates and constitutes morally guided behaviour within these relationships, we hypothesised that leadership behaviour is more influential the more its implementation corresponds with the dominant elementary relationship of the leader-follower relationship. More specifically, we hypothesised that leaders are perceived to be more influential when they are in a communal sharing relationship with their followers and demonstrate leadership behaviour based on the moral principle of unity or when they are in an authority ranking relationship with their followers and demonstrate leadership behaviour based on the moral principle of hierarchy. Four experimental studies were conducted to test our hypotheses using a business context (Study 1 and 2) and student context (Study 3 and 4) and presenting these contexts either as a scenario to be imagined (Study 1 and 2) or as a bogus post on Facebook (Study 3 and 4). Although our findings did not support our overall hypothesis, they imply that leaders who are in a communal sharing relationship with their followers or demonstrate leadership behaviour based on unity are relatively more influential. / Psychology / M.A. (Psychology (Research Consultation))