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Fousiani K, Michelakis G, Minnigh PA, De Jonge KMM. Competitive organizational climate and artificial intelligence (AI) acceptance: the moderating role of leaders' power construal. Front Psychol 2024; 15:1359164. [PMID: 38596327 PMCID: PMC11003519 DOI: 10.3389/fpsyg.2024.1359164] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/20/2023] [Accepted: 02/28/2024] [Indexed: 04/11/2024] Open
Abstract
Introduction The incorporation of Artificial Intelligence (AI) in organizations is pivotal to deal with work-related tasks and challenges effectively, yet little is known about the organizational factors that influence AI acceptance (i.e., employee favorable AI attitudes and AI use). To address this limitation in the literature and provide insight into the organizational antecedents influencing AI acceptance, this research investigated the relationship between competitive organizational climate and AI acceptance among employees. Moreover, given the critical role of a leader in employee attitude and behavior, we examined the moderating role of leaders' power construal as responsibility or as opportunity in this relationship. Methods Study 1 was a three-wave field study among employees (N = 237, Mage = 38.28) working in various organizations in the UK. The study measured employees' perception of a competitive organizational climate at Time 1, leaders' power construal (as perceived by employees) at Time 2, and employee attitudes towards AI and their actual use of AI in the workplace at Times 2 and 3. Study 2 was a 2 (climate: highly competitive vs. low competitive) by 2 (power construal: responsibility vs. opportunity) experiment among employee participants (N = 150, Mage = 37.50). Results Study 1 demonstrated a positive relationship between competitive climate and employee AI use over time. Furthermore, both studies revealed an interaction between competitive climate and leader's power construal in the prediction of employee AI acceptance: In Study 1, competitive climate was negatively related to AI acceptance over time when leaders construed power as opportunity. In Study 2 competitive climate was positively related to AI acceptance when leaders construed power as responsibility rather than as opportunity. Discussion These results underscore the organizational factors that are required in order for employees to shape favorable attitudes towards AI and actually use AI at work. Importantly, this research expands the limited body of literature on AI integration in organizations.
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Affiliation(s)
- Kyriaki Fousiani
- Department of Psychology, Organizational Psychology Section, University of Groningen, Groningen, Netherlands
| | - Georgios Michelakis
- Department of Psychology, Organizational Psychology Section, University of Groningen, Groningen, Netherlands
| | | | - Kiki M. M. De Jonge
- Department of Psychology, Organizational Psychology Section, University of Groningen, Groningen, Netherlands
- Groeiflow, Groningen, Netherlands
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Gobel MS, Miyamoto Y. Self- and Other-Orientation in High Rank: A Cultural Psychological Approach to Social Hierarchy. PERSONALITY AND SOCIAL PSYCHOLOGY REVIEW 2024; 28:54-80. [PMID: 37226514 PMCID: PMC10851657 DOI: 10.1177/10888683231172252] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 05/26/2023]
Abstract
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.
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Galinsky AD, Turek A, Agarwal G, Anicich EM, Rucker DD, Bowles HR, Liberman N, Levin C, Magee JC. Are many sex/gender differences really power differences? PNAS NEXUS 2024; 3:pgae025. [PMID: 38415218 PMCID: PMC10898859 DOI: 10.1093/pnasnexus/pgae025] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Received: 03/02/2023] [Accepted: 01/04/2024] [Indexed: 02/29/2024]
Abstract
This research addresses the long-standing debate about the determinants of sex/gender differences. Evolutionary theorists trace many sex/gender differences back to natural selection and sex-specific adaptations. Sociocultural and biosocial theorists, in contrast, emphasize how societal roles and social power contribute to sex/gender differences beyond any biological distinctions. By connecting two empirical advances over the past two decades-6-fold increases in sex/gender difference meta-analyses and in experiments conducted on the psychological effects of power-the current research offers a novel empirical examination of whether power differences play an explanatory role in sex/gender differences. Our analyses assessed whether experimental manipulations of power and sex/gender differences produce similar psychological and behavioral effects. We first identified 59 findings from published experiments on power. We then conducted a P-curve of the experimental power literature and established that it contained evidential value. We next subsumed these effects of power into 11 broad categories and compared them to 102 similar meta-analytic sex/gender differences. We found that high-power individuals and men generally display higher agency, lower communion, more positive self-evaluations, and similar cognitive processes. Overall, 71% (72/102) of the sex/gender differences were consistent with the effects of experimental power differences, whereas only 8% (8/102) were opposite, representing a 9:1 ratio of consistent-to-inconsistent effects. We also tested for discriminant validity by analyzing whether power corresponds more strongly to sex/gender differences than extraversion: although extraversion correlates with power, it has different relationships with sex/gender differences. These results offer novel evidence that many sex/gender differences may be explained, in part, by power differences.
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Affiliation(s)
- Adam D Galinsky
- Management Division, Columbia University, New York City, NY 10027, USA
| | - Aurora Turek
- Organizational Behavior Unit, Harvard University, Boston, MA 02163, USA
| | - Grusha Agarwal
- Organizational Behaviour & Human Resource Management Department, University of Toronto, Toronto, ON M5T 1P5, Canada
| | - Eric M Anicich
- Management & Organization Department, University of Southern California, Los Angeles, CA 90089, USA
| | - Derek D Rucker
- Marketing Department, Northwestern University, Evanston, IL 60208, USA
| | - Hannah R Bowles
- Organizational Behavior Unit, Harvard University, Boston, MA 02163, USA
| | - Nira Liberman
- School of Psychological Sciences, Tel Aviv University, Tel Aviv 6997801, Israel
| | - Chloe Levin
- Management Division, Columbia University, New York City, NY 10027, USA
| | - Joe C Magee
- Management & Organizations Department, New York University, New York City, NY 10012, USA
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Liang S, Han X, Yuan X, Liang M, Zhang Y, Liu Z, Xie P. Does having more power make people more materialistic? The role of personal sense of power for gift preferences. Front Psychol 2023; 14:1235527. [PMID: 37691790 PMCID: PMC10485253 DOI: 10.3389/fpsyg.2023.1235527] [Citation(s) in RCA: 1] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/06/2023] [Accepted: 08/10/2023] [Indexed: 09/12/2023] Open
Abstract
Introduction Gift-giving is a prevalent practice in daily life, with experiential gifts being identified in studies as having hedonic and interpersonal advantages, often yielding greater recipient satisfaction compared to material gifts. However, the reception of experiential gifts might not always align with expectations, as material gifts are valued for their enduring qualities. Thus, comprehending the contexts favoring material or experiential gift preferences becomes crucial. Methods Existing research primarily delves into external influences like income and social proximity, while intrinsic factors such as personal sense of power in interpersonal interactions have received limited attention. Guided by the Agentic-communal Model of Power, we conducted three studies to investigate how personal sense of power impact gift preferences. Results Our findings demonstrated that gift preferences are contingent upon personal sense of power. Specifically, those possessing a high personal sense of power exhibited a preference for material gifts over experiential ones, whereas individuals with a low personal sense of power favored experiential gifts over material ones. Further analysis revealed that the relationship between personal sense of power and gift preference is mediated by information processing fluency. Discussion This study contributes to the field of gift preferences and sheds light on the role of personal sense of power. By incorporating the Agentic-communal Model of Power, we offer novel insights into the dynamics between personal sense of power and gift preferences. These findings hold valuable implications for managerial strategies concerning gift selection and interpersonal interactions.
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Affiliation(s)
| | | | - Xueying Yuan
- School of Business, Guangxi University, Nanning, China
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Xu L, Wen T, Wang J. How does job insecurity cause unethical pro-organizational behavior? The mediating role of impression management motivation and the moderating role of organizational identification. Front Psychol 2022; 13:941650. [PMID: 36211942 PMCID: PMC9537742 DOI: 10.3389/fpsyg.2022.941650] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/11/2022] [Accepted: 08/18/2022] [Indexed: 11/18/2022] Open
Abstract
This study aims to examine the effect of quantitative and qualitative job insecurity on unethical pro-organizational behavior (UPB), focusing on the mediating effect of impression management motivation and the moderating effect of organizational identification. A two-wave questionnaire survey is conducted, and data from 254 employees of Chinese enterprises are used to test the research hypotheses. Empirical results show that: (1) Quantitative job insecurity has a significant positive effect on UPB, while positive effect of qualitative job insecurity on UPB is insignificant. (2) Quantitative job insecurity positively affects impression management motivation and increases UPB. Although the direct effect of qualitative job insecurity on UPB is insignificant, it positively affects UPB through impression management motivation. (3) Organizational identification plays a positive moderation role in the relationship between impression management motivation and employees' UPB, that is, high-degree organizational identification leads to a strong effect of impression management motivation on UPB; furthermore, organizational identification moderates the mediating role of impression management motivation in the relationships between quantitative, qualitative job insecurity, and UPB, such that the effect is strong when organizational identification is high, rather than low. This study compares the effect of quantitative and qualitative job insecurity on employees' UPB, reveals that impression management motivation is the key mechanism of quantitative and qualitative job insecurity affecting UPB, and points out the moderating effect of organizational identification, which offers implications for organizational management practices.
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Affiliation(s)
- Lin Xu
- School of Management, Nanjing University of Posts and Telecommunications, Nanjing, China
| | - Ting Wen
- School of Business Administration, Nanjing University of Finance and Economics, Nanjing, China
| | - Jigan Wang
- Business School, Hohai University, Nanjing, China
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Interplay between different forms of power and meritocratic considerations shapes fairness perceptions. Sci Rep 2022; 12:11428. [PMID: 35794178 PMCID: PMC9259606 DOI: 10.1038/s41598-022-15613-9] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/20/2022] [Accepted: 06/27/2022] [Indexed: 02/04/2023] Open
Abstract
Power imbalance often leads to unequal allocations. However, it remains largely unknown how different forms of power and meritocratic considerations interact to shape fairness perceptions. Using modified Ultimatum Games, we examined how two power forms-decision power and availability of attractive outside option-affect bargaining behavior and fairness perceptions, and how meritocratic considerations are incorporated into the fairness perceptions of powerful and powerless individuals. We identified an asymmetric power effect: having increased decision power or attractive outside options independently increased self-advantageous allocations and self-serving fairness perceptions, whereas the combined lack of both power forms led to self-disadvantageous allocations but had no influence on fairness perceptions. The power effect on fairness perceptions became symmetric when power was obtained through a meritocratic process (procedural justice). In contrast, relative contributions to resource production (distributive justice) did not moderate power effects. We provide causal evidence that the powerful, but not the powerless, strive to minimize cognitive dissonance between behavior and fairness perceptions by interpreting fairness in self-serving ways. This study contributes novel insights into the interplay between different power forms, the asymmetry of power effects, the moderating role of procedural justice, and the mediating role of behavior in the power-driven adjustment of fairness perceptions.
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Dinh TK, Mikalouski L, Stockdale MS. When “Good People” Sexually Harass: The Role of Power and Moral Licensing on Sexual Harassment Perceptions and Intentions. PSYCHOLOGY OF WOMEN QUARTERLY 2022. [DOI: 10.1177/03616843221099199] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
History has shown that people who embody responsibility-focused power have been credibly accused of sexual harassment. Drawing from power-approach and moral licensing theories, we present two complementary studies examining how responsibility-focused power triggers moral licensing, which, in turn, decreases perceptions of sexual harassment (Study 1) and increases intentions to engage in sexual harassment (Study 2). In Study 1, 365 participants read a scenario of a man embodying responsibility-focused power, self-focused power, or low power (control) and then read a case about the man’s alleged sexual harassment against a subordinate. Findings illustrated that moral crediting mediated the effect of power construal on false accusation judgments. In Study 2, 250 participants were primed to experience responsibility-focused power or low power. Responsibility-focused power increased sexual harassment intentions through effects on communal feelings and moral crediting. Based on these findings, we develop a new theoretical perspective on why sexual harassment occurs and why people deny perceiving it. We provide practical recommendations to organizational leaders for developing interventions, such as training, that may disrupt effects of power and moral licensing on sexual harassment intentions. We also encourage public discourse on the harms of harassment that supposed “good people” commit.
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Affiliation(s)
- Tuyen K. Dinh
- Department of Psychology, Indiana University-Purdue University Indianapolis, Indiana
| | - Laurel Mikalouski
- Department of Psychology, Indiana University-Purdue University Indianapolis, Indiana
| | - Margaret S. Stockdale
- Department of Psychology, Indiana University-Purdue University Indianapolis, Indiana
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8
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When the boss steps up: Workplace power, task responsibility, and engagement with unpleasant tasks. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2022. [DOI: 10.1016/j.obhdp.2022.104140] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/24/2022]
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9
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Hull KE, Overbeck JR, Smillie LD, Howe PDL. The
P‐Word
: Power aversion and responsibility aversion as explanations for the avoidance of power. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2022. [DOI: 10.1111/jasp.12857] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Affiliation(s)
- Kathryn E. Hull
- Melbourne School of Psychological Sciences University of Melbourne Parkville Victoria Australia
| | - Jennifer R. Overbeck
- Melbourne School of Psychological Sciences University of Melbourne Parkville Victoria Australia
| | - Luke D. Smillie
- Melbourne School of Psychological Sciences University of Melbourne Parkville Victoria Australia
| | - Piers D. L. Howe
- Melbourne School of Psychological Sciences University of Melbourne Parkville Victoria Australia
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Fousiani K, Wisse B. Effects of Leaders’ Power Construal on Leader-Member Exchange: The Moderating Role of Competitive Climate at Work. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518221075229] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
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.
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Affiliation(s)
- Kyriaki Fousiani
- Faculty of Behavioral and Social Sciences, University of Groningen, Groningen, The Netherlands
| | - Barbara Wisse
- Faculty of Behavioral and Social Sciences, University of Groningen, Groningen, The Netherlands
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Gilad C, Maniaci MR. The push and pull of dominance and power: When dominance hurts, when power helps, and the potential role of other-focus. PERSONALITY AND INDIVIDUAL DIFFERENCES 2022. [DOI: 10.1016/j.paid.2021.111159] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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12
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Kim KH, Guinote A. Cheating to win or not to lose: Power and situational framing affect unethical behavior. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2021. [DOI: 10.1111/jasp.12852] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Kyoo Hwa Kim
- Experimental Psychology University College London London UK
| | - Ana Guinote
- Experimental Psychology University College London London UK
- CIS‐IUL Instituto Universitário de Lisboa (ISCTE‐IUL) Lisboa Portugal
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De Witte NAJ, Adriaensen I, Broeckx L, Van Der Auwera V, Van Daele T. Cross-cultural differences in user-centred research: An international living lab survey. Health Informatics J 2021; 27:14604582211038268. [PMID: 34424056 DOI: 10.1177/14604582211038268] [Citation(s) in RCA: 7] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Digital health applications and interactive technologies increasingly allow organisations to transcend national boundaries and expand the provision of tools and services to communities across the world. Making the transfer beyond the context in which applications were originally conceptualized is challenging, as these have to be tailored towards local end-user needs and regulations. Such information is not always readily available, which risks successful uptake in novel settings. Living labs help to bridge this gap, by performing user experience research and supporting user-centred design for cross-border projects. Dissimilarities in recruitment and participation of end users could however influence study outcomes. Therefore, this study explores to what extent living labs are aware of potential cross-cultural differences. The sample consists of 36 living labs from 20 countries, most focusing on health and care, the silver economy and information technology. Regional differences are reported on participants' motivation and on the impact of gender, age, professional status and socio-economic status on participants' contribution. Awareness of potential differences during recruitment and grouping and supporting equal contribution in sessions could improve the quality of user-centred research in international contexts, while still maintaining sufficient standardisation. Further research with larger international samples is needed to replicate and extend these findings.
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Affiliation(s)
- Nele A J De Witte
- LiCalab & Expertise Unit Psychology, Technology & Society, Thomas More University of Applied Sciences, Belgium
| | | | - Leen Broeckx
- LiCalab, Thomas More University of Applied Sciences, Belgium
| | | | - Tom Van Daele
- LiCalab & Expertise Unit Psychology, Technology & Society, Thomas More University of Applied Sciences, Belgium
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Scholl A, Wenzler M, Ellemers N, Scheepers D, Sassenberg K. Just do it or do it right? How regulatory mode relates to perceived responsibility and opportunity in collaborations. PERSONALITY AND INDIVIDUAL DIFFERENCES 2021. [DOI: 10.1016/j.paid.2021.110776] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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15
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Elucidating the Effect of Perceived Power on Destructive Responses during Romantic Conflicts. SPANISH JOURNAL OF PSYCHOLOGY 2021; 24:e21. [PMID: 33752768 DOI: 10.1017/sjp.2021.15] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
Prior research has indicated that the people one loves the most, such as their romantic partners, ironically, are also the people toward whom they often direct destructive behaviors in times of conflict, and such destructive responses become one of the most challenging relationship problems. Identifying the conditions that promote destructive (vs. constructive) conflict-resolution strategies is a crucial gap requiring study to help individuals build healthier and happier relationships. Across three studies (total N = 728), we examined whether (a) power is related to direct destructive (vs. constructive) responses during romantic conflicts; (b) this effect was moderated by the seriousness of the conflict and the relationship's inclusiveness. In Study 1, participants involved in romantic relationships completed scales assessing interpersonal power, the conflict's seriousness, their relationship's inclusiveness, and conflict-resolution responses. In Studies 2-3, the participants were randomly assigned to complete an essay in which the conflict's seriousness and power were experimentally manipulated. Findings from hierarchical regression analyses consistently showed that power led to destructive (and lower constructive) responses. However, this only occurred when the participants faced severe conflicts and their partner was not central to their self-concept. An internal meta-analysis of the studies confirmed the reliability and significance of these relationships; |r's| =.13-37. Together, these results support the proposition that power asymmetries can threaten relationships by driving destructive responses during romantic conflicts, and untangle the conditions under which this happens. The conflict's seriousness and the inclusiveness of the relationship may be considered to provide skills that help individuals navigate their relationships' life challenges.
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Scholl A, Sassenberg K, Zapf B, Pummerer L. Out of sight, out of mind: Power-holders feel responsible when anticipating face-to-face, but not digital contact with others. COMPUTERS IN HUMAN BEHAVIOR 2020. [DOI: 10.1016/j.chb.2020.106472] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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Scholl A. Responsible power-holders: when and for what the powerful may assume responsibility. Curr Opin Psychol 2020; 33:28-32. [PMID: 31349199 DOI: 10.1016/j.copsyc.2019.06.011] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/31/2019] [Accepted: 06/08/2019] [Indexed: 12/27/2022]
Abstract
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.
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Foulk TA, Chighizola N, Chen G. Power corrupts (or does it?): An examination of the boundary conditions of the antisocial effects of experienced power. SOCIAL AND PERSONALITY PSYCHOLOGY COMPASS 2020. [DOI: 10.1111/spc3.12524] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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19
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Delay discounting in dyads and small groups: Group leadership, status information, and actor-partner interdependence. JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 2020. [DOI: 10.1016/j.jesp.2019.103902] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Guinote A, Kim KH. Power's mission: impact and the quest for goal achievement. Curr Opin Psychol 2019; 33:177-182. [PMID: 31491728 DOI: 10.1016/j.copsyc.2019.07.025] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/04/2019] [Revised: 07/09/2019] [Accepted: 07/10/2019] [Indexed: 11/20/2022]
Abstract
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.
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Affiliation(s)
- Ana Guinote
- Department of Experimental Psychology, University College London, London, UK; Instituto Universitário de Lisboa (ISCTE-IUL), CIS-IUL, Lisboa, Portugal.
| | - Kyoo Hwa Kim
- Department of Experimental Psychology, University College London, London, UK
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21
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Social power and the self. Curr Opin Psychol 2019; 33:69-73. [PMID: 31400661 DOI: 10.1016/j.copsyc.2019.07.021] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/20/2019] [Revised: 07/08/2019] [Accepted: 07/09/2019] [Indexed: 11/21/2022]
Abstract
Separate literatures exist on social power, status, and hierarchy on the one hand, and the self on the other, but important points of intersection have emerged over the past several decades. This paper reviews recent developments at the interface between social power (and related constructs) and the self. These developments orbit around two broad questions. First, how does social power influence self-expression (e.g. does power enhance or diminish subjective feelings of authenticity)? And second, does social power shift one's orientation toward the self or toward others (e.g. does power lead people to construe the self in more independent or interdependent terms)? I conclude by suggesting possible future directions on the link between social power and self-related processes and phenomena.
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Abstract
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.
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Affiliation(s)
- Marius van Dijke
- Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands; Nottingham Business School, Nottingham Trent University, Nottingham, UK.
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The prosocial side of power: How structural power over subordinates can promote social responsibility. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2019. [DOI: 10.1016/j.obhdp.2019.04.004] [Citation(s) in RCA: 24] [Impact Index Per Article: 4.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Scholl A, Landkammer F, Sassenberg K. When those who know do share: Group goals facilitate information sharing, but social power does not undermine it. PLoS One 2019; 14:e0213795. [PMID: 30856234 PMCID: PMC6411119 DOI: 10.1371/journal.pone.0213795] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/16/2018] [Accepted: 02/28/2019] [Indexed: 11/24/2022] Open
Abstract
Good team decisions require that team members share information with each other. Yet, members often tend to selfishly withhold important information. Does this tendency depend on their power within the team? Power-holders frequently act more selfishly (than the powerless)—accordingly, they might be tempted to withhold information. We predicted that given a task goal to ‘solve a task’, power-holders would selfishly share less information than the powerless. However, a group goal to ‘solve the task together’ would compensate for this selfishness, heightening particularly power-holders’ information sharing. In parallel, an individual goal to ‘solve the task alone’ may heighten selfishness and lower information sharing (even) among the powerless. We report five experiments (N = 1305), comprising all studies conducted in their original order. Analyses yielded weak to no evidence for these predictions; the findings rather supported the beneficial role of a group goal to ensure information sharing for both the powerful and the powerless.
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Affiliation(s)
- Annika Scholl
- Leibniz-Institut für Wissensmedien, Tuebingen, Germany
- * E-mail:
| | | | - Kai Sassenberg
- Leibniz-Institut für Wissensmedien, Tuebingen, Germany
- University of Tuebingen, Tuebingen, Germany
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