Cooperation over competition and independence has been found to induce mutual assistance, exchange of information and resources, attraction and support, and productivity, especially on more complex tasks. Experiments suggest that goal interdependence affects power and influence in the leader relationship. In cooperation, compared to competition, superiors and subordinates expect mutual assistance, exchange resources, and develop trust and liking. Cooperative, versus competitive and independent, managers used rate of cooperation rather than coercive influence, provided assistance when requested, and responded appropriately to the subordinate's specific problem. An analysis of interviews with 46 hospital employees and managers reveals that power and influence can be influenced by employees' and managers' dependence on each other. The results indicate that cooperative interdependence contributes to productivity and leads to efficient completion