信任者权力对其人际信任的影响

信任者权力对其人际信任的影响是基于双方权力的不对等实现的还是取决于信任者自身的权力水平的问题值得研究。为此,本研究在实验一中考查了信任博弈任务中信任者的权力感（与被信任者的权力水平无关）对其人际信任的影响,在实验二中通过角色扮演任务操纵信任者与被信任者的权力关系（对等vs.不对等）,同时测量信任者的人际信任倾向。结果表明：信任者自身的权力感影响其人际信任,低权力感个体比高权力感个体更信任他人;双方权力对等与否对信任者的人际信任倾向没有影响。可见,信任者权力更多是作为信任者自身的属性特征影响其人际信任,而不以双方权力层级不对等为前提。     

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.     

公共物品困境中自我权力和他人权力对初中生合作行为的影响

本研究分别操纵被试稳定的权力（实验1）和不稳定的权力（实验2）,并与不同权力个体进行公共物品困境任务,以考察了自我权力和他人权力对初中生合作行为的交互作用及其权力稳定性在其中的作用。结果发现,在权力稳定情境下,高权力的初中生合作水平低于低权力组和控制组,而在权力不稳定的情境下,高权力的初中生合作水平高于低权力组。无论权力稳定与否,与低权力同伴合作时,低权力者的合作水平均显著高于与高权力同伴合作时。     

公共物品困境中自我权力和他人权力对初中生合作行为的影响

本研究分别操纵被试稳定的权力（实验1）和不稳定的权力（实验2）,并与不同权力个体进行公共物品困境任务,以考察了自我权力和他人权力对初中生合作行为的交互作用及其权力稳定性在其中的作用。结果发现,在权力稳定情境下,高权力的初中生合作水平低于低权力组和控制组,而在权力不稳定的情境下,高权力的初中生合作水平高于低权力组。无论权力稳定与否,与低权力同伴合作时,低权力者的合作水平均显著高于与高权力同伴合作时。     

THE PERCEPTIONS AND USAGE OF STATISTICAL POWER IN APPLIED PSYCHOLOGY AND MANAGEMENT RESEARCH

We first assess the current level of statistical power across articles in seven leading journals that represent a broad sample of applied psychology and management research. We next survey the authors of these articles to examine their perceptions and usage of statistical power analysis. Finally, we examine the perceptions and usage of power analysis in a survey of authors of regression-based research appearing in leading journals. Findings from the assessment of power and surveys of researchers indicate that power analyses are not typically conducted, researchers perceive little need for statistical power, and power in published research is low. We conclude by discussing implications of low power for the field and recommending avenues for improving researchers' awareness and usage of statistical power.     

Power, stability of power, and creativity

Power hierarchies are an essential aspect of social organization, create stability and social order, and provide individuals with incentives to climb the hierarchical ladder. Extending previous work on power and creativity, we put forward that this relationship critically depends on both the stability of the power hierarchy and the relevance of creative efforts to power. Across three experiments, we show that when power positions are unstable, low power individuals are more flexible thinkers, are less avoidant and process information more globally. Consequently, they achieve more creative insights, especially when being creative is relevant to power. As such, when the power hierarchy is unstable, those lacking power hold the power to creativity.     

儿童的社会权力认知及其与社会行为的关系

有关成人社会权力认知的研究已有大量的成果及理论, 但儿童的社会权力认知近期才受到关注。社会权力认知是儿童社会认知的重要组成部分。社会权力经常体现在社会支配及社会地位上的差异。从很早开始, 儿童就能基于不同的线索来判断社会权力, 儿童基于这些线索的认知发展有进化上的适应意义。儿童对社会权力获得方式的认知会随年龄增长而发生变化, 年幼儿童更认可基于支配的社会权力获得方式, 而年长儿童更认可基于声望的社会权力获得方式。儿童的社会权力认知会影响选择性信任、资源分配及亲社会行为。未来研究需要考虑影响儿童社会权力认知发展的内部机制以及儿童社会权力对社会行为影响的过程机制, 并考虑文化因素和早期互动经验对儿童社会权力认知发展的影响。     

Does power boost happiness? The relative importance of personal versus social power in two cultures

Researchers have revealed that power has both independent and interdependent aspects, and how the two dimensions are activated depends on contextual goals and values. In the present study, we tested the differential effects of power on happiness in two cultures that differ in their relative emphasis of social relations. We hypothesized that in an interdependent culture (South Korea), power based on interpersonal connectedness (i.e., social power) would enhance happiness more than would power that stems from independence from others (i.e., personal power). In contrast, in an independent culture (America), we examined whether personal power would bring more happiness than would social power. Findings showed that social power increased life satisfaction but personal power decreased affective well‐being among Korean participants. In contrast, American participants' personal power enhanced their subjective well‐being, but their well‐being did not differ by levels of social power. Implications of these findings for types of power, happiness, and culture are discussed.     

Power and overconfident decision-making

Five experiments demonstrate that experiencing power leads to overconfident decision-making. Using multiple instantiations of power, including an episodic recall task (Experiments 1–3), a measure of work-related power (Experiment 4), and assignment to high- and low-power roles (Experiment 5), power produced overconfident decisions that generated monetary losses for the powerful. The current findings, through both mediation and moderation, also highlight the central role that the sense of power plays in producing these decision-making tendencies. First, sense of power, but not mood, mediated the link between power and overconfidence (Experiment 3). Second, the link between power and overconfidence was severed when access to power was not salient to the powerful (Experiment 4) and when the powerful were made to feel personally incompetent in their domain of power (Experiment 5). These findings indicate that only when objective power leads people to feel subjectively powerful does it produce overconfident decision-making.     

Implicit Theories of Organizational Power and Priming Effects on Managerial Power‐Sharing Decisions: An Experimental Study1

Over 60 years of research on participative leadership has documented the many benefits of power sharing in organizations. However, a common obstacle to power sharing is the unwillingness of those with power to share it. An experimental study is presented that investigated the effects of managers' implicit theories of power in organizations on their willingness to share power with subordinates. The study proposed that chronic differences in implicit power theories (the degree of competitive vs. cooperative beliefs and ideals regarding organizational power relations) would affect managers' decisions to share or withhold power. Subliminal priming was predicted to temporarily enhance the accessibility of these differences in implicit power theories, thereby fostering or inhibiting spontaneous decisions to share power. Results indicate that the subliminal priming of competitive theories of organizational power negatively influenced managers' immediate, spontaneous decisions to share power, whereas chronic differences in their implicit theories similarly affected their more systematic decisions to share power. The theoretical and applied contributions of the study are discussed.     

权力不稳定性对权力效应的逆转作用

摘 要 基于权力的趋近-抑制理论，本研究探讨权力不稳定性对权力效应产生逆转作用以及权力动机对这一逆转作用的影响。实验采用角色扮演法和真实任务角色来操纵被试的权力水平和权力不稳定性，以赌博任务中的冒险行为和金钱分配任务中的趋利行为来测量被试的权力趋近/抑制效应。结果发现：权力稳定条件下，高权力被试比低权力被试表现出更多的冒险行为和趋利行为；权力不稳定条件下则相反，低权力被试比高权力被试表现出更多的冒险行为和趋利行为。权力不稳定条件下高权力动机的高权力者相比低权力动机的高权力者倾向给自己分配更少的金额数，表现出更为明显的抑制倾向；而高权力动机的低权力者相比低权力动机的低权力者倾向于提出更高要求的金额数，表现出更为明显的趋近倾向。该研究证实了权力不稳定性对权力效应的逆转作用，而权力动机对这一逆转作用起到增强趋势。     

Power, risk, and the status quo: does power promote riskier or more conservative decision making?

Two experiments suggest that the experience of power can interact with a person's level of power motivation to produce effects on risky decision making. In Study 1, assignment to a position of power increased risk taking among participants with low levels of power motivation but reduced risk taking among participants with high levels of power motivation. In Study 2, participants high in power motivation again made more conservative decisions, but only under circumstances in which the dominance hierarchy was unstable and there was potential for losing their power. When power was irrevocable and participants' choices had no bearing on their ability to retain power, both high and low power-motivated participants responded by making riskier decisions. Findings suggest that although power may generally lead to riskier decisions, power may lead to more conservative decisions among power-motivated individuals, especially when the status quo is perceived to be in jeopardy.     

The Power War: Male Response to Power Loss Under Equality

As many authors have pointed out, the relationship between the sexes is based on power, males having greater power than females. The continuing demand by women for equality is actually a demand for equal power, and if these strivings are successful, they will mean a loss of power for men. The male response to this anticipated power loss is the focus of this analysis. First, the scope of male power is described. Second, the importance of power to men is analyzed in terms of the male sex-role stereotype and the metamorphic effects of power use (Kipnis, 1976). Third, some likely responses of men to a loss of power are hypothesized. Finally, some suggestions for future research are outlined.     

Power gained,power lost

Changes in power almost invariably lead to changes in behavior. This research investigates the effects of power increases and power decreases for individuals who are in strong or weak positions. We hypothesized that individuals will have strong reactions to gains in power (their demands will increase markedly) but they will act almost as though they do not recognize losses in power (their demands will not drop much) when they lose power. Four experiments track individuals’ actions when they move from ultimatum to dictatorship games, from dictatorship to ultimatum games, or when they have the same power position repeatedly. The data consistently show that people over-react to an increase in power, but that they react appropriately to a loss in power. The discussion explores the behavioral disconnect between increases and decreases in power.     

权力对控制错觉的影响

本研究采用实验法探讨了权力及其合理性对控制错觉的影响。结果发现:（1）权力启动会对控制错觉产生影响,即相较于低权力,高权力会导致个体产生高估的控制错觉;（2）权力的合理性与权力水平在控制感上存在交互效应,即权力关系合理时,高权力导致高估的控制错觉,而权力关系不合理时,低权力导致高估的控制错觉。这表明控制错觉会受到动态的基于情境的权力关系以及权力合理性的影响。     

When does power trigger approach motivation? Threats and the role of perceived control in the power domain

It is widely believed that power activates the behavioral approach system (Guinote, 2017 ; Keltner, Gruenfeld, & Anderson, 2003 ); however, findings are inconsistent. Here we discuss evidence suggesting that perceived threats to control in the power domain are key determinants of the association between power and approach motivation. We propose that objective or subjective threats to the exercise of power trigger behavioral inhibition, conflicts between approach and behavioral inhibition, and reactive, negatively valenced approach motivation. Furthermore, threatened power holders reassert power—in particular by using coercion—as defense against threat. We discuss literature in support of these hypotheses involving external threats (e.g., instability, illegitimacy, and uncertainty) and subjective states (anxiety, motivation to maintain power, perceived incompetence, submissiveness, and perceptions of low power) that trigger the perception of lack of control in the power domain and undermine the positive tone of power holders' approach motivation.     

Preferences for changing power positions and power distances: a social value orientations approach

Participants were asked to put themselves in the position of one of three persons who differed in the amount of power they had in a small work unit. Subsequently, they could allocate points on a power scale to themselves and the two others, and thus, change the power positions and the power distances between the positions. The least powerful individuals had the strongest tendency to increase their power. They wanted to reduce the power distance to the person in the higher position more than the power distance to the person in the middle position. The most powerful wanted to increase the power distance to the person in the middle position but not the power distance to the least powerful. Most results were consistent with social comparison theory and contrary to power distance theory. Because the dependent measures were derived from the social value orientations model, the scope of this model has been expanded. Copyright © 2002 John Wiley & Sons, Ltd.     

How Low Can You(r Power) Go? It Depends on Whether You are Male or Female

Three online experiments were conducted to determine whether gender differences in feelings of power are most evident in objectively lower or higher power situations (total n?=?1360; Studies 1 and 2: 238 and 771 U.S. MTurk respondents respectively; Study 3: 351 Canadian university students). We focused on evaluating whether men’s and women’s responses were in line with a cushioning account, whereby the higher power generally accorded to men as a group essentially serves as a back-up power source for men in lower power positions. We also evaluated support for a ceiling account, whereby women’s feelings of power are limited in higher power positions. Results were consistent with the cushioning account: Men reported feeling more powerful than women did when imagining or recalling occupying a lower power position and in a control baseline, but no gender difference was evident under higher power conditions. Results further revealed that women’s feelings of power were more variable across lower versus higher power positions than were men’s and indicated that women’s feelings of power are quite responsive to situationally afforded high power when it is available. Overall our findings suggest that occupying a higher power role eradicates gender differences in feelings of power that are otherwise evident and thus has an equalizing effect.