Powerful perceivers, powerless objects: Flexibility of powerholders’ social attention

"It doesn't matter if you are in charge of the trees, you always miss the trees for the forest": Power and the illusion of explanatory depth

Power can increase overconfidence and illusory thinking. We investigated whether power is also related to the illusion of explanatory depth (IOED), people's tendency to think they understand the world in more detail, coherence, and depth than they actually do. Abstract thinking was reported as a reason for the IOED, and according to the social distance theory of power, power increases abstract thinking. We linked these literatures and tested construal style as a mediator. Further, predispositions can moderate effects of power and we considered narcissism as a candidate because narcissism leads to overconfidence and may thus increase the IOED especially in combination with high power. In three preregistered studies (total N = 607), we manipulated power or measured feelings of power. We found evidence for the IOED (regarding explanatory knowledge about devices). Power led to general overconfidence but had only a small impact on the IOED. Power and narcissism had a small interactive effect on the IOED. Meta-analytical techniques suggest that previous findings on the construal-style-IOED link show only weak evidential value. Implications refer to research on management, power, and overconfidence.

Self- and Other-Orientation in High Rank: A Cultural Psychological Approach to Social Hierarchy

PUBLIC ABSTRACT

Social hierarchy is one fundamental aspect of human life, structuring interactions in families, teams, and entire societies. In this review, we put forward a new theory about how social hierarchy is shaped by the wider societal contexts (i.e., cultures). Comparing East Asian and Western cultural contexts, we show how culture comprises societal beliefs about who can raise to high rank (e.g., become a leader), shapes interactions between high- and low-ranking individuals (e.g., in a team), and influences human thought and behavior in social hierarchies. Overall, we find cultural similarities, in that high-ranking individuals are agentic and self-oriented in both cultural contexts. But we also find important cross-cultural differences. In East Asian cultural contexts, high-ranking individuals are also other oriented; they are also concerned about the people around them and their relationships. We close with a call to action, suggesting studying social hierarchies in more diverse cultural contexts.

The effects of social vs. personal power on universal dimensions of social perception

The present study expands previous research on the effects of power on stereotyping by investigating the impact of two types of power (social power and personal power) on two universal dimensions of social perception; warmth and competence. Results from an experiment (N = 377) in which participants were randomly assigned to provide their impression of either (1) poor people or (2) rich people, suggest that the two types of power produce different effects on perceptions of warmth and competence. Personal power increased stereotype consistent perceptions of warmth whereas social power increased stereotype consistent perceptions of competence as well as agency, which was identified as a separate dimension. The pattern of results is discussed in view of previous work on power effects and stereotyping, and potential explanations and suggestions for future research are outlined.

Power triggers moral reasoning aligned with active goals and moral flexibility across contexts

Three experiments tested the hypothesis that power elicits moral judgments in line with active goals, and moral flexibility across different contexts. Power and goals emanating from the mission associated with power were experimentally manipulated: person-centered mission, which benefits from outcome-focus, or regulation-centered mission, which benefits from rule-based focus. Power consistently elicited rule-based (deontological) moral reasoning under regulation-centered goals. However, power triggered outcome-based (utilitarian) moral reasoning under person-centered goals. Power enhanced goal serving morality due to greater goal commitment, with focal goal commitment mediating the interactive effects of power and focal goal on moral judgments. These findings show that the links between power and morality are context sensitive, flexible, and mediated by a greater commitment to active goals.

Heavier Lies Her Crown: Gendered Patterns of Leader Emotional Labor and Their Downstream Effects

Women use power in more prosocial ways than men and they also engage in more emotional labor (i.e., self-regulate their emotions to respond and attend to the needs and emotions of other people in a way that advances organizational goals). However, these two constructs have not been previously connected. We propose that gendered emotional labor practices and pressures result in gender differences in the prosocial use of power. We integrate the literature on emotional labor with research on the psychology of power to articulate three routes through which this happens. First, women may be more adept than men at the intrapersonal and interpersonal processes entailed in emotional labor practices—a skill that they can apply at all hierarchical levels. Second, given women’s stronger internal motivation to perform emotional labor, they construe power in a more interdependent manner than men, which promotes a more prosocial use of power. As a result, female powerholders tend to behave in more prosocial ways. Third, when they have power, women encounter stronger external motivation to engage in emotional labor, which effectively constrains powerful women’s behaviors in a way that fosters a more prosocial use of power. We discuss how, by promoting prosocial behavior among powerholders, emotional labor can be beneficial for subordinates and organizations (e.g., increase employee well-being and organizational trust), while simultaneously creating costs for individual powerholders, which may reduce women’s likelihood of actually attaining and retaining power by (a) making high-power roles less appealing, (b) guiding women toward less prestigious and (c) more precarious leadership roles, (d) draining powerful women’s time and resources without equitable rewards, and (e) making it difficult for women to legitimize their power in the eyes of subordinates (especially men). Thus, emotional labor practices can help explain the underrepresentation of women in top leadership positions.

The powerful self: How social power and gender influence face perception

While ample evidence supports an association between power and dominance, little is still known about how temporary experiences of power influence the way people come to see themselves and others. The present research investigates the effect of social power on self- and other-face recognition, and examines whether gender modulates the direction of this effect. Male and female participants were induced to feel either powerful or powerless and had to recognize their own face and those of same-sex strangers from a series of images ranging from a dominant to a submissive version of the original. Results showed that males more frequently chose a dominant self-image under high power, whereas females selected a submissive self-image under low power. When presented with faces of same-sex targets female participants relied on low-power features (i.e., submissiveness) of the self in the perception of others (assimilation effect), whereas male participants more often selected a dominant image of strangers when feeling powerless (constrast effect). The effects of power did not extend to more deliberate judgments of dominance and likability, suggesting that respective biases in face recollection operated at an implicit level. This research underscores the cognitive and motivational underpinnings of power and related gender gaps in power attainment.

Effects of Leaders’ Power Construal on Leader-Member Exchange: The Moderating Role of Competitive Climate at Work

How leaders construe their power may greatly affect the quality of relationships they have with their followers. Indeed, we propose that when leader power is (perceived to be) construed as responsibility, this will positively affect the extent to which followers perceive high quality leader-follower relationships (LMX), whereas the opposite will be true when leader power is (perceived to be) construed as opportunity. Moreover, we argue that these relationships are contingent on contextual influences, such that the effects will be particularly strong in environments characterized by competition, because such environments exacerbate the impact of leaders’ behavior. The results of a scenario experiment (Study 1), and a two-week time-lagged study among organizational employees (Study 2), showed that a manipulation of leaders’ tendency to view power as responsibility (Study 1), and followers’ perception of the extent to which their leader sees power as responsibility (Study 2) is positively related to follower LMX perceptions. Moreover, both Studies 1 and 2 and a dyadic field study in which we asked leaders to report on their tendency to view power as responsibility (Study 3) showed that this effect is stronger when the organizational climate is highly competitive. The results pertaining to power as opportunity were less consistent, but suggest a negative relationship with perceived LMX (Study 2), particularly when the organizational climate is highly competitive (Study 3). We conclude that the potential effects of leaders’ construal of power as responsibility or opportunity deserve more research attention than previously awarded and provide managerial ramifications of our findings.

THE EFFECT OF MANAGER ATTITUDE AND TEAM ATTITUDE ON EMPLOYEE COMMITMENT TO CHANGE: THE MODERATING ROLES OF POWER DISTANCE ORIENTATION AND GENDER COMPOSITION

Employee commitment to change is critical to the success of organisational change. This study draws upon social learning theory and examines the influence of both manager and team attitude toward change on employee commitment to change, with gender composition and power distance orientation as moderators. The sample comprised 291 employees and 38 managers from five Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude had a positive association with commitment to change. Power distance orientation negatively moderated the relationship between manager attitude and commitment to change, and it positively moderated the relationship between team attitude and commitment to change. There was also a three-way interaction among power distance orientation, gender composition, team attitude, and commitment to change.

The influence of social power on neural responses to emotional conflict

Background

Major power theories assume that social power can play an important role in an individual’s goal-related behaviors. However, the specific psychological mechanisms through which this occurs remain unclear. Some studies suggested that having power enhanced individuals’ goal-related behaviors, by contrast, other studies suggested that low-power individuals were associated with a greater performance in goal-directed tasks. We were particularly interested in how social power changes individuals’ goal-related behaviors during an emotional face-word Stroop task.

Method

Social power was primed by asking participants to recall a past situation in which they were in a position of power (high-power individuals), or a situation in which they were lacking power (low-power individuals). Afterward, participants were asked to complete an emotional face-word Stroop task. In the task, words representing specific emotions were written in a prominent red color across a face, and these words and facial expressions were either congruent or incongruent. The participant’s task was to judge the emotion of the face while ignoring the red emotional words.

Results

Our behavioral data showed that these individuals displayed faster reaction time and better accuracy in congruent conditions, slower reaction time for fearful faces and worse accuracy for happy faces in both incongruent and congruent conditions. The event-related potential analyses showed that, compared with low-power individuals, high-power individuals showed greater P1 amplitudes when faced with emotional stimuli (both incongruent and congruent conditions), indicating that power affects individuals’ attention in the early sensory processing of emotional stimuli. For the N170 component, low-power individuals showed more negative amplitudes when facing emotional stimuli, indicated that low-power individuals paid more attention to the construct information of emotional stimuli. For the N450 component, compared with congruent conditions, incongruent conditions elicited more negative amplitudes for both high- and low-power individuals. More importantly, fearful faces provoked enhanced P1 amplitudes in incongruent conditions than in congruent conditions only for low-power individuals, while, happy faces elicited larger P1 amplitudes in congruent conditions than in incongruent conditions only for high-power individuals. The findings suggested that during the initial stage of stimuli processing low-power individuals are more sensitive to negative stimuli than high-power individuals.

Conclusion

These findings provided electrophysiological evidence that the differences in the emotional conflict process between high- and low-power individuals mainly lies in the early processing stages of emotional information. Furthermore, evidence from P1 and N170 showed that there was also a redistribution of attentional resources in low-power individuals.

Effects of high and low power on the visual encoding of faces

The experience of power is typically associated with social disengagement, yet power has also been shown to facilitate configural visual encoding - a process that supports the initial perception of a human face. To investigate this apparent contradiction, we directly tested whether power influences the visual encoding of faces. Two experiments, using neural and psychophysical assessments, revealed that low power impeded both first-order configural processing (the encoding of a stimulus as a face, assessed by the N170 event-related potential) and second-order configural processing (the encoding of feature distances within configuration, assessed using the face inversion paradigm), relative to high-power and control conditions. Power did not significantly affect facial feature encoding. Results reveal an early and automatic effect of low power on face perception, characterized primarily by diminished face processing. These findings suggest a novel interplay between visual and cognitive processes in power's influence on social behavior.

Psychological power alters cognitive efficiency

Power is known to promote cognitive processing in a goal-directed way. However, it is unknown whether powerful individuals invest more resources when pursuing their goals or whether they invest their resources more efficiently. We examined how experiencing high versus low power affects the efficient investment of cognitive resources using electroencephalography (EEG). Specifically, event-related desynchronization (ERD) in the upper alpha band (10.5-12.75 Hz) was used to quantify the use of cognitive resources during task completion. Results showed that high-power participants used fewer neural resources compared to low-power participants across the whole brain but task performance did not differ between groups. These findings demonstrate that, instead of investing more resources, high-power participants performed the task with greater cognitive efficiency compared to low-power participants. Performing tasks efficiently could help powerholders deal with their demanding jobs and responsibilities.

The revealing effect of power: Popularity moderates the associations of personal values with aggression in adolescence

OBJECTIVE

Values have been found to predict aggressive behavior in adolescents. Adolescents who endorse self-enhancement values typically exhibit more aggressive behaviors, while adolescents who endorse self-transcendent values are less likely to behave aggressively. The associations between values and aggression are low to moderate, suggesting that other factors might moderate them. The study examined whether these associations were moderated by adolescent popularity, an indication of social power.

METHOD

The study included 906 adolescents from three cultures: Brazilians (N = 244), Jewish citizens of Israel (N = 250), and Arabic citizens of Israel (N = 409). Personal values were assessed using the Portrait Values Questionnaire (PVQ). Peer nominations were used to assess direct aggression and popularity.

RESULTS

Popularity moderated the associations between values and aggression: while the aggressive behavior of popular adolescents was highly associated with their personal values, the behavior of unpopular adolescents was unrelated to their values. This effect consistently emerged across samples, with specific variations for gender and culture.

CONCLUSION

Popularity enables adolescents to act according to their personal values: aggressive behaviors increase or decrease according to personal value priorities. The strength of this effect depends on cultural expectations and gender roles.

Responsible power-holders: when and for what the powerful may assume responsibility

Being in power means that one's actions impact others' situation. Accordingly, power can be seen as opportunity to 'make things happen', which often leads to selfish behavior among the powerful. Yet, power-holders at times also assume responsibility towards others, treating those with low power with more care. Multiple findings support these two sides of power. The present paper adds that power-holders may also take responsibility for the tasks at hand (taking care of organizational success and tasks associated with their role). As such, many findings that power facilitates goal-directedness can be interpreted either in a way that the powerful 'selfishly' make use of opportunities-or rather that they assume task responsibility and make sure to reach (task) goals. Doing so allows to connect power and leadership, gaining a deeper understanding of what power-holders may feel responsible for and how their (social and task) responsibility may contribute to the functioning of hierarchies.

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands-resources model, this research proposes and examines a cognitive-affective dual mediation model to explain how frontline managers' sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers' sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers' affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study's theoretical and practical contributions and future research directions.

Power's mission: impact and the quest for goal achievement

This article discusses evidence linking power to purpose: that of having an impact in the social environment and carrying out individual or collective aims and desires. First, it highlights the role of goals during the emergence and the exercise of power. Accordingly, it suggests that typical power's mission is to strive for social or personal objectives in social contexts. This includes social influence goals, organizational or personal agendas. Secondly, the article describes how power affects goal-related strategies and cognitive inclinations. Evidence suggests that power triggers prioritization and facilitates the pursuit of any salient goals, filtered by personal values and inclinations of the powerholder. Thirdly, the article examines powerholders' effectiveness of goal pursuit, including their performance on tangible social tasks. Finally, the article ends with a discussion on non-intended consequences of the power-goal links in particular in the social domain.

Power and social information processing

We review the scientific evidence concerning the relation between power and social information processing. Does having or obtaining power affect how we perceive and judge our social interaction partners and how accurately we do this? High power individuals perceive others as more agentic and tend to project characteristics of themselves onto others. People in power tend to stereotype others more and see them as less human and generally in a more negative way. Powerholders are not more or less accurate in assessing others; rather, the way they understand their power (as responsibility or opportunity) seems to make the difference: Power as responsibility results in better interpersonal accuracy. Our analysis shows that it is not so much being high or low in power that explains how we perceive others, but rather how we understand our power, whether our high power position is stable, and what our current interaction goals are.

Power and social distance

Magee and Smith (2013) theorized that asymmetric dependence creates asymmetric social distance in power relations, and that high-power individuals feel more distant than their low-power counterparts. I review research consistent with, and in some cases possibly inspired by, the social distance theory of power. Four findings emerge from the review. First, in dyadic relationships, the goals of the high-power partner are privileged over those of the low-power partner. Second, higher power reduces attunement and attention to others and also increases the tendency to objectify and dehumanize others. Third, power increases expressions of interpersonal dominance and aggression, particularly when the level of situational power diverges from expectations or norms. Fourth, greater power reduces the harmful psychological effects of social rejection. I conclude that social distance continues to be a useful factor to consider in making predictions and explaining the psychological effects of power.

Power and leadership

Social collectives often grant power to leaders so they can facilitate collective performance. At present, there is no comprehensive overview of how power influences the effectiveness of different influence mechanisms leaders use to achieve this goal. To help develop such an overview, I review recent research on the positive and negative effects of power on some of these influence mechanisms: leaders' punishment of norm transgressions, concern for followers, and procedural fairness enactment. I also highlight the role of individual differences and contextual factors in these processes. I end by discussing implications and future research directions.

Power and cognitive functioning

Because powerful people's thinking is impactful, it is critical to understand how power affects cognition. We detail how recent empirical findings reveal that power often improves cognitive functioning. First, power increases controlled processing, in particular intentionality. Second, power improves executive functioning, leading individuals to exhibit better inhibition, working memory, and cognitive flexibility. Third, power increases abstract thinking. Synthesizing these last two points, we propose that high-power individuals' executive functions are enhanced due to their more abstract way of thinking. Both the greater social distance and reduced cognitive vigilance accompanying increased power could explain these effects. Finally, we note remaining questions, such as how much power's cognitive effects are driven by a subjective sense of power versus objective control.

Embodying the Police: The Effects of Enclothed Cognition on Shooting Decisions

The theory of enclothed cognition proposes that wearing physical articles of clothing can trigger psychological processes and behavioral tendencies connected to their symbolic meaning. Furthermore, past research has found that increases in power are associated with greater approach orientation and action tendencies. In this study, we integrate these two literatures to examine how embodying the role of a police officer through wearing a uniform would affect responses on a reaction-time measure known as the Shooter Task. This first-person video game simulation requires participants to shoot or not shoot targets holding guns or objects. The task typically elicits a stereotypical pattern of responses, such that unarmed Black versus White targets are more likely to be mistakenly shot and armed Black versus White targets are more likely to be correctly shot. Based on the relationship between power and action, we hypothesized that participants who were randomly assigned to wear a police uniform would show more shooting errors, particularly false alarms, than control participants. Consistent with our hypotheses, participants in uniform were more likely to shoot unarmed targets, regardless of their race. Moreover, this pattern was partially moderated by attitudes about the police and their abuse of power. Specifically, uniformed participants who justified police use of power were more likely to shoot innocent targets than those who were wary of it. We discuss implications for police perceptions and the theory of enclothed cognition more broadly.

Replication of Study 1 in “Differentiating Social and Personal Power” by Lammers, Stoker, and Stapel (2009)

Abstract. We performed an independent, direct, and better powered ( N = 295) replication of Study 1, an experiment ( N = 113) by Lammers, Stoker, and Stapel (2009) . Lammers and colleagues distinguished between social power (influence over others) and personal power (freedom from the influence of others), and found support for their predictions that the two forms of power produce opposite effects on stereotyping, but parallel effects on behavioral approach. Our results did not replicate the effects on behavioral approach, but partially replicated the effects on stereotyping. Compared to personal power, social power produced less stereotyping, but neither form of power differed significantly from the control condition, and effect sizes were considerably lower than the original estimates. Potential explanations are discussed.

How Social Status Shapes Person Perception and Evaluation: A Social Neuroscience Perspective

Inferring the relative rank (i.e., status) of others is essential to navigating social hierarchies. A survey of the expanding social psychological and neuroscience literatures on status reveals a diversity of focuses (e.g., perceiver vs. agent), operationalizations (e.g., status as dominance vs. wealth), and methodologies (e.g., behavioral, neuroscientific). Accommodating this burgeoning literature on status in person perception, the present review offers a novel social neuroscientific framework that integrates existing work with theoretical clarity. This framework distinguishes between five key concepts: (1) strategic pathways to status acquisition for agents, (2) status antecedents (i.e., perceptual and knowledge-based cues that confer status rank), (3) status dimensions (i.e., domains in which an individual may be ranked, such as wealth), (4) status level (i.e., one's rank along a given dimension), and (5) the relative importance of a given status dimension, dependent on perceiver and context characteristics. Against the backdrop of this framework, we review multiple dimensions of status in the nonhuman and human primate literatures. We then review the behavioral and neuroscientific literatures on the consequences of perceived status for attention and evaluation. Finally, after proposing a social neuroscience framework, we highlight innovative directions for future social status research in social psychology and neuroscience.

The Burden of Power: Construing Power as Responsibility (Rather Than as Opportunity) Alters Threat-Challenge Responses

Power usually lowers stress responses. In stressful situations, having high (vs. low) power heightens challenge and lowers threat. Yet, even power-holders may experience threat when becoming aware of the responsibility that accompanies their power. Power-holders can construe (i.e., understand) a high-power position primarily as opportunity to "make things happen" or as responsibility to "take care of things." Power-holders construing power as responsibility (rather than opportunity) may be more likely to experience demands-such as taking care of important decisions under their control-as outweighing their resources, resulting in less challenge and more threat. Four experiments with subjective and cardiovascular threat-challenge indicators support this. Going beyond prior work on structural aspects (e.g., power instability) that induce stress, we show that merely the way how power-holders construe their power can evoke stress. Specifically, we find that power construed as responsibility (vs. opportunity) is more likely to imply a "burden" for the power-holder.

The Role of Experimenter Belief in Social Priming

Research suggests that stimuli that prime social concepts can fundamentally alter people’s behavior. However, most researchers who conduct priming studies fail to explicitly report double-blind procedures. Because experimenter expectations may influence participant behavior, we asked whether a short pre-experiment interaction between participants and experimenters would contribute to priming effects when experimenters were not blind to participant condition. An initial double-blind experiment failed to demonstrate the expected effects of a social prime on executive cognition. To determine whether double-blind procedures caused this result, we independently manipulated participants’ exposure to a prime and experimenters’ belief about which prime participants received. Across four experiments, we found that experimenter belief, rather than prime condition, altered participant behavior. Experimenter belief also altered participants’ perceptions of their experimenter, suggesting that differences in experimenter behavior across conditions caused the effect. Findings reinforce double-blind designs as experimental best practice and suggest that people’s prior beliefs have important consequences for shaping behavior with an interaction partner.

Power that Builds Others and Power that Breaks: Effects of Power and Humility on Altruism and Incivility in Female Employees

Building on the approach/inhibition theory of power and the situated focus theory of power, we examine the roles of positional and personal power on altruism and incivility in workplace dyads. Results from a field study in daycare centers showed that legitimate power (a dimension of positional power) was positively associated with incivility. In contrast, personal power-referent power and expert power-was positively associated altruism and was negatively associated with incivility. Referent power was a stronger predictor of both altruism and incivility for individuals with low humility than those with high humility. Coercive power was a stronger predictor of incivility for individuals with high humility than those with low humility.

Highly identified power-holders feel responsible: The interplay between social identification and social power within groups

Power relations affect dynamics within groups. Power-holders' decisions not only determine their personal outcomes, but also the outcomes of others in the group that they control. Yet, power-holders often tend to overlook this responsibility to take care of collective interests. The present research investigated how social identification - with the group to which both the powerful and the powerless belong - alters perceived responsibility among power-holders (and the powerless). Combining research on social power and social identity, we argue that power-holders perceive more responsibility than the powerless when strongly (rather than when weakly) identifying with the group. A study among leaders and an experiment supported this, highlighting that although power-holders are often primarily concerned about personal outcomes, they do feel responsible for considering others' interests when these others are included in the (social) self.

The Impact of Personal and Positional Powers on Knowledge Management Systems

The importance of Knowledge Management System (KMS) to an evolving knowledge economy has been reported in the literature for many years. This importance, in part, is due to KMS's ability to foster positive organizational value by increase its competitive edge. Organizational leadership has repeatedly appeared in the literature as a reliable determinant of KMS success. While researchers have identified many of the critical success factors that influence that success, the subconstructs of leader power remains elusive. This study was able to empirically demonstrate the predominate construct of Expert and Reward powers were positive, significant, and consistent across all KMS constructs (leadership commitment to KMS, knowledge content quality, knowledge system quality, and knowledge use). Legitimate power demonstrated negative influences on various KMS constructs. Information powers had varying degrees of success while Coercive power was not statistically significant.

Doing many things at a time: Lack of power decreases the ability to multitask

Three studies investigated the effects of power on the ability to pursue multiple, concomitant goals, also known as multitasking. It was predicted that powerless participants will show lower multitasking ability than control and powerful participants. Study 1 focused on self-reported ability to multitask in a sample of executives and subordinate employees. Studies 2 and 3 investigated the ability to dual-task and to switch between tasks, respectively, using dual-task and task-switching paradigms. Across the studies, powerless individuals were less able to effectively multitask compared with control and powerful participants, suggesting that the detrimental effects of lack of power extend beyond single-task environments, shown in past research, into multitasking environments. Underlying mechanisms are discussed.

A matter of focus: Power-holders feel more responsible after adopting a cognitive other-focus, rather than a self-focus

Social power implies responsibility. Yet, power-holders often follow only their own interests and overlook this responsibility. The present research illuminates how a previously adopted cognitive focus guides perceived responsibility when a person receives high (vs. low) power. In three experiments, adopting a cognitive focus on another person (vs. on the self or taking over another person's perspective) promoted perceived responsibility among individuals receiving high (but not low) power in a subsequent context. This effect was specific for perceived responsibility - a cognitive focus on another person did not change the perceived opportunity to pursue goals or the perceived relationship to an interaction partner (e.g., interpersonal closeness). While prior research examined how social values (i.e., chronically caring about others) guide responsibility among those holding power, the current findings highlight that mere cognitive processes (i.e., situationally focusing attention on others) alter perceived responsibility among those just about to receive power.