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Based on the dependence, legitimacy, andjustice literatures, we develop predictions about how two forms of power affect subordinates' anticipated emotional reactions to an inappropriate act by a superior and the likelihood that they will express these emotions toward their superior. We test the effects of dependence and legitimacy on the anticipated experience of three backward-looking emotions (satisfaction, anger, and resentment) and two forward-looking emotions (excitement and worry). Using vignettes, we asked 330 college students to take the position of a subordinate in a conflict with a manager and describe how theyfeel and how likely they would be to express their emotions toward their manager. The design manipulated subordinates' and superiors' alternatives as well as endorsement and authorization of the superior. Results show that subordinates report the highest levels of anger and resentment when they are in the least dependentposition and the lowest levels when they are in a highly and equally dependent relationship with their superior. They also report more resentment when their superior is not endorsed. Less dependent subordinatesfeel more excitement and less worry than highly dependent subordinates. They also feel more excitement when their superior is not endorsed. Finally, subordinates in a highly dependentposition or with a highly endorsed superior are less likely to report the likelihood of expressing negative emotions toward their superior. Perhaps no other feature of organizational life is more pervasive than conflict. Disputing parties struggle over issues as varied as cubicle size, work assignments, difficult coworkers, desirable territories, and performance reviews. Struggles such *Please note that the order of authorship does not reflect differential contributions to this work, which has been a joint endeavor in every sense. We are grateful to Karen Hegtvedt, Kim Lupo, and the two Social Forces reviewers for their insightful comments. We also thank