Power motives, personality correlates, and leadership outcomes: A person-centered approach

OBJECTIVE

We investigated how these motivations combined within individuals to form unique profiles, and how these different profiles relate to personality traits and team behaviors.

BACKGROUND

Dominance, prestige, and leadership motives each play a key role in shaping social success or failure in gaining social rank and influence.

METHOD

We used latent profile analysis across two samples (engineering student project teams, Nstudent = 1088; working adults, Nworker = 466) to identify profile configurations and how such profiles related to important outcomes.

RESULTS

We identified qualitatively distinct profiles: ultra-dominance profile (prominent dominance motive with high prestige and leadership motives); prestigious leadership profile (moderately high prestige and leadership motives, low dominance motive); and weak social power motive profile (low on all three motives). Individuals with the prestigious leadership profile were more likely to emerge as leaders, compared to those with a weak social power motive profile. People with an ultra-dominance profile scored higher on narcissism and tended to perceive themselves as leaders, despite not being deemed more leader-like by teammates.

CONCLUSION

Using a person-centered approach allowed us to identify three power motive profiles across independent samples and generate insights into how these profiles manifest different social behaviors and outcomes.

Cynical people desire power but rarely acquire it: Exploring the role of cynicism in leadership attainment

Do cynical individuals have a stronger desire for power and are they more likely to acquire power at work? The negative consequences of cynicism-for cynics themselves and the people around them-render the examination of these questions particularly important. We first examined the role of cynicism in power motives. Results showed that more cynical individuals have a greater desire for power to avoid exploitation by others (and less so to exploit others; Study 1) and score higher on dominance (but not prestige or leadership) motives (Study 2). The subsequent two studies examined the role of cynicism in power attainment at work. A study of virtual teams (Study 3) showed that more cynical individuals were less likely to emerge as group leaders, and a prospective study of ~9000 employees followed for up to 10 years (Study 4) showed that cynicism predicted a lower likelihood of attaining a leadership position in organizations. Taken together, more (vs. less) cynical individuals have a stronger power-in particular, dominance-motive but they are not more successful at power acquisition. These findings inform the literature on cynicism and power and highlight the importance of cynical worldviews for leadership attainment.

The nature of status: Navigating the varied approaches to conceptualizing and measuring status

Members of small groups fundamentally desire status as status underpins members' self-concept and dictates behavior in groups. Moreover, group members readily orient and update status perceptions that index the social standing of themselves and other members. Yet, our understanding is obscured by variability in how researchers study status. In the current review, we crystallize knowledge regarding the nature of status by characterizing variability in definitions, measures, and analytic frameworks. We advocate a definition of status that draws together attributes of respect, admiration, and voluntary deference. We also distinguish reputational and relational status operationalizations and address implications pertaining to measurement along with downstream decisions involving data management and analysis. We encourage a deliberate approach to ensure congruency in how status is defined, measured, and analyzed within a research program. This review also guides theory and hypothesis generation regarding how status-related processes may vary based on different forms of status or differing contexts.

Lifting Me Up or Tearing You Down? The Role of Prestige and Dominance in Benign Versus Malicious Envy

Dominance and prestige are two strategies people use to regulate their social rank within group hierarchies. Despite a growing literature on dominance- and prestige-oriented leaders, little is known about how those strategies operate among people lower in social rank. Four studies tested the hypothesis that, among subordinates, dominance and prestige are associated with high levels of malicious and benign envy, respectively. Individual differences in prestige were positively and independently associated with benign envy, and negatively associated with malicious envy. Individual differences in dominance were positively and independently associated with both malicious and benign envy. Two experiments demonstrated that activating a prestige-oriented mindset (relative to a dominance-oriented mindset) caused people to display higher levels of benign envy. No experimental effects on malicious envy were observed. Theories of prestige and dominance provide a useful framework for understanding ways in which subordinate group members strive for high social rank.

Distrust as a form of inequality

Navigating social hierarchies is a ubiquitous aspect of human life. Social status shapes our thoughts, feelings, and actions toward others in various ways. However, it remains unclear how trust is conferred within hierarchies and how status-related cues are used when resources are on the line. This research fills this knowledge gap by examining how ascribed, consensus-based status appearance, and perceived status appearance impact investment decisions for high- and low-status partners during a Trust Game. In a series of pre-registered experiments, we examined the degree to which participants trusted unfamiliar others with financial investments when the only available information about that person was their socioeconomic status (SES). In Study 1, SES was ascribed. Studies 2 and 3 conveyed SES with visual antecedents (clothing). Across all three experiments, participants trusted high SES partners more than low SES partners. In addition, subjective perceptions of status based on visual cues were a stronger predictor of trust than consensus-based status judgments. This work highlights a high status-trust bias for decisions where an individual's money is on the line. In addition, high-status trust bias may occur simply because of an individual's subjective assumptions about another's rank.

Two Routes to Status, One Route to Health: Trait Dominance and Prestige Differentially Associate with Self-reported Stress and Health in Two US University Populations

Objective

Social status has been extensively linked to stress and health outcomes. However, two routes by which status can be earned - dominance and prestige - may not uniformly relate to lower stress and better health because of inherent behavioral and stress-exposure differences in these two routes.

Methods

In one exploratory and two preregistered studies, participants (total N = 978) self-reported their trait dominance and prestige and self-reported several stress and health outcomes.

Results

The meta-effects evident across the three studies indicate that higher trait dominance was associated with worse outcomes - higher stress, poorer physical and mental health, poorer behavioral health, poorer life satisfaction, higher negative affect (range of absolute values of non-zero correlations, |r| = [0.074, 0.315], ps < 0.021) - and higher trait prestige was associated with better outcomes - lower stress, better physical and mental health, better behavioral health, better life satisfaction, higher positive and lower negative mood (|r| = [0.134, 0.478], ps < 0.001). These effects remained evident (with few exceptions) after controlling for socioeconomic status, other status-relevant traits, or self-enhancing motives; associations with behavior relevant to the COVID19 pandemic generally were not robust.

Conclusions

This work indicates that evolved traits related to the preferred route by which status is earned likely impact self-reported stress and health outcomes. Future research is necessary to examine physiological and other objective indicators of stress and health in more diverse populations.

Supplementary Information

The online version contains supplementary material available at 10.1007/s40750-022-00199-3.

Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors

Due to the COVID-19 crisis, managers and employees in many organizations suddenly are forced to work from home. Although working from home (WFH) is not a new phenomenon, it is new in its current scale and scope because of COVID-19. Against this background, we investigate the effect of WFH during the COVID-19 crisis on changes in leadership behaviors, and associated changes in perceived manager quality and productivity, at different hierarchical levels in organizations. Based on the literature, we develop two predictions in opposite directions. On the one hand, implementing WFH may force managers to show less direction and control and especially more delegation. On the other hand, research into the effects of exogenous shocks such as COVID-19, suggests that managers may become more controlling and delegate less. Consistent with the first prediction, we find that managers perceive they execute significantly less control and delegate more. Employees also perceive a significant decrease in control, however they perceive on average no change in delegation. Furthermore, and in line with the second prediction, employees of lower-level managers even report a significant decrease in delegation. Finally, our results show that increased delegation is associated with increased perceived productivity and higher manager quality. Together, these results suggest that in the context of the COVID-19 crisis, the effectiveness of WFH might be hampered by the fact that required changes in leadership behaviors, in particular in delegation, are difficult to realize in times of crisis.

Individuals' Power Persistence in Teams: A Study Examining the Effects of Individuals' Competence, Uncooperative Behavior and Team Performance in the National Basketball Association

This paper examined (a) the persistence of individuals’ power in teams and (b) the individual- and team-level factors influencing power maintenance and loss in the long-term (i.e., power dynamics). Specifically, and in line with the functional theory of power, we showed that individuals’ state of power in the past exerted a significant behavioral impact on their later state of power, hence, confirming the “power persistence” hypothesis. Furthermore, and in accordance with the conflict theory of power, we found that individuals’ competence positively influenced power above and beyond its persistence. We also showed that individuals’ uncooperative behavior and team performance had a negative and significant effect on individuals’ power above and beyond its persistence. Finally, we discussed the importance of individuals’ power dynamics for effectively managing power struggles in teams.

The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers

How leaders influence followers have been a hot topic in both research and practice. Yet, prior studies have primarily focused on the impact of one leadership style, while overlooking how a leadership role may influence behavioral expressions of leaders. Particularly, being a leader means having to face time demands and workload pressure, and thus, busyness becomes a common phenomenon for leaders. Focused on perceived leader busyness, we had examined how it may influence employee interactions with leaders and how those interactions influenced leader evaluations of the performance of followers. Based on sensemaking theory, we propose that when followers have a high level of perspective taking, they are more likely to take avoidance behavior when perceiving leaders as of high busyness. Further, when followers engage in interaction avoidance behavior, leaders may consider followers as hiding errors or intentionally concealing their work process, which reduces positive evaluations (i.e., task performance and conscientiousness evaluation) while enhancing negative evaluation (i.e., deviance behavior) toward followers. We conducted two studies. Study one was conducted with a 25 participants interview and data of 297 employees to show scale validity of perceived leader busyness. Study two was conducted with 377 employees and their direct supervisors. Applying the complex modeling method, we found that followers with low-level perspective taking are less likely to engage in interaction avoidance behavior, even when perceiving leaders as high busyness; interaction avoidance behavior of followers has a positive relationship with counterproductive behavior evaluation of leaders, but a negative relationship with conscientiousness behavior evaluation. This study enriches the dyadic interactions between leaders and followers. In addition, it also shows the burden of perspective taking.

Team status conflict

Status conflicts, defined as disputes over people's relative status positions in their group's social hierarchy, are a common feature of groups and organizations. Despite their prevalence, there is still much about the process of status conflict that is not well understood. Here, we review the primary antecedents of status conflict, their impact on team functioning, and directions for future research.

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.

Status Dynamics

Despite an extensive history of research on status (the prestige, respect, and esteem that a party has in the eyes of others), the time is ripe for a new review of the status literature given a fairly recent trend to study the dynamic nature of status, that is, not just how individuals acquire status, but also how they maintain or lose it over time. Greater understanding of dynamic status processes better informs our predictions about individuals' behavior and group outcomes as a function of the kinds of status interactions that play out over time.

Dominance and Prestige: A Tale of Two Hierarchies

Dominance and prestige represent evolved strategies used to navigate social hierarchies. Dominance is a strategy through which people gain and maintain social rank by using coercion, intimidation, and power. Prestige is a strategy through which people gain and maintain social rank by displaying valued knowledge and skills and earning respect. The current article synthesizes recent lines of research documenting differences between dominance- versus prestige-oriented individuals, including personality traits and emotions, strategic behaviors deployed in social interactions, leadership strategies, and physiological correlates of both behaviors. The article also reviews effects that dominance versus prestige have on the functioning and well-being of social groups. The article also presents opportunities for future research and discusses links between dominance and prestige and the social psychological literature on power and status.

Power and Persuasion: Processes by Which Perceived Power Can Influence Evaluative Judgments

The present review focuses on how power—as a perception regarding the self, the source of the message, or the message itself—affects persuasion. Contemporary findings suggest that perceived power can increase or decrease persuasion depending on the circumstances and thus might result in both short-term and long-term consequences for behavior. Given that perceptions of power can produce different, and even opposite, effects on persuasion, it might seem that any relationship is possible and thus prediction is elusive or impossible. In contrast, the present review provides a unified perspective to understand and organize the psychological literature on the relationship between perceived power and persuasion. To accomplish this objective, present review identifies distinct mechanisms by which perceptions of power can influence persuasion and discusses when these mechanisms are likely to operate. In doing so, this article provides a structured approach for studying power and persuasion via antecedents, consequences, underlying psychological processes, and moderators. Finally, the article also discusses how power can affect evaluative judgments more broadly.

When power shapes interpersonal behavior: Low relationship power predicts men's aggressive responses to low situational power

When does power in intimate relationships shape important interpersonal behaviors, such as psychological aggression? Five studies tested whether possessing low relationship power was associated with aggressive responses, but (a) only within power-relevant relationship interactions when situational power was low, and (b) only by men because masculinity (but not femininity) involves the possession and demonstration of power. In Studies 1 and 2, men lower in relationship power exhibited greater aggressive communication during couples' observed conflict discussions, but only when they experienced low situational power because they were unable to influence their partner. In Study 3, men lower in relationship power reported greater daily aggressive responses toward their partner, but only on days when they experienced low situational power because they were either (a) unable to influence their partner or (b) dependent on their partner for support. In Study 4, men who possessed lower relationship power exhibited greater aggressive responses during couples' support-relevant discussions, but only when they had low situational power because they needed high levels of support. Study 5 provided evidence for the theoretical mechanism underlying men's aggressive responses to low relationship power. Men who possessed lower relationship power felt less manly on days they faced low situational power because their partner was unwilling to change to resolve relationship problems, which in turn predicted greater aggressive behavior toward their partner. These results demonstrate that fully understanding when and why power is associated with interpersonal behavior requires differentiating between relationship and situational power. (PsycINFO Database Record

Asymmetric peer selections among Blacks, Asians, and Whites in a virtual environment: Preliminary evidence for triangulated threat theory

Black, Asian, and White participants (N = 210) created self-resembling avatars and engaged in peer-selection tasks during social events in the virtual world, Second Life, that were designed to simulate various types of resource competition. Participants in merit-based resource competition settings had less diversity in their peer groups compared to participants in settings where no resource competition was present, and Asian participants had lower preference for Black peers. Furthermore, these relationships were mediated by out-group discomfort. Results are discussed in relation to partial support for triangulated threat theory of group relations among Blacks, Asians, and Whites.

The double-edged sword of helping behavior in leader-follower dyads

Purpose

– The purpose of this paper is to examine potential consequences of helping behaviors on leader and follower relationship satisfaction and transformational leadership (TFL) ratings. It is argued that follower helping behaviors can violate leaders’ and followers’ expectations of each other, and especially disadvantage male leaders because of gender-role stereotypes.

Design/methodology/approach

– Two studies were conducted. In Study 1, data were collected from 61 dyads (25 male and 34 female supervisors, 23 male and 38 female subordinates, two participants did not disclose their gender; M age=35.56 years, SD=10.41). In Study 2, data were collected from 125 participants (66 female and 58 male subordinates, 22 female and 25 male supervisors; 79 respondents did not disclose their gender; M age=39.21 years, SD=11.25).

Findings

– Helping behaviors were positively associated with relationship satisfaction suggesting that leaders were amenable to receiving help from followers (Study 1). However, follower helping behaviors were negatively related to TFL ratings for male but not female leaders (Study 2).

Research limitations/implications

– While leaders may be amenable to increased follower involvement in leadership, future research is needed to investigate followers’ openness to, and intentions behind increasing their involvement in leadership, as well as strategies for leaders to mitigate unintended consequences.

Practical implications

– For the sake of their TFL ratings, leaders should minimize any direct benefit from follower helping behaviors, and emphasize how follower helping behaviors aid follower development and/or benefit the organization.

Originality/value

– The findings illustrate the dual-nature of follower helping behaviors: they have the potential to enhance leader relationship satisfaction, and also compromise perceptions of TFL.

Power effects on implicit prejudice and stereotyping: The role of intergroup face processing

Power is thought to increase discrimination toward subordinate groups, yet its effect on different forms of implicit bias remains unclear. We tested whether power enhances implicit racial stereotyping, in addition to implicit prejudice (i.e., evaluative associations), and examined the effect of power on the automatic processing of faces during implicit tasks. Study 1 showed that manipulated high power increased both forms of implicit bias, relative to low power. Using a neural index of visual face processing (the N170 component of the ERP), Study 2 revealed that power affected the encoding of White ingroup vs. Black outgroup faces. Whereas high power increased the relative processing of outgroup faces during evaluative judgments in the prejudice task, it decreased the relative processing of outgroup faces during stereotype trait judgments. An indirect effect of power on implicit prejudice through enhanced processing of outgroup versus ingroup faces suggested a potential link between face processing and implicit bias. Together, these findings demonstrate that power can affect implicit prejudice and stereotyping as well as early processing of racial ingroup and outgroup faces.

Power Heightens Sensitivity to Unfairness Against the Self

Power is accompanied by a sense of entitlement, which shapes reactions to self-relevant injustices. We propose that powerful people more strongly expect to be treated fairly and are faster to perceive unjust treatment that violates these expectations. After preliminary data demonstrated that power leads people to expect fair outcomes for themselves, we conducted four experiments. Participants primed with high (vs. low) power were faster to identify violations of distributive justice in which they were victims (Study 1). This effect was specific to self-relevant injustices (Study 2) and generalized to violations of interpersonal justice (Study 3). Finally, participants primed with high power were more likely to take action against unfair treatment (Study 4). These findings suggest a process by which hierarchies may be maintained: Whereas the powerless are comparatively less sensitive to unfair treatment, the powerful may retain their social standing by quickly perceiving and responding to self-relevant injustices.

Perspectives on Power in Organizations

Power is a critical resource for organizational actors. Given the profound importance of power to individual functioning, it is essential to understand how some individuals acquire power when others do not, why some individuals retain their power once they have attained it, and why others fall from their lofty positions in spite of the political advantages power provides. In this review, we conceptualize power as a process that unfolds over time and review research that speaks to three distinct but related dynamics: the acquisition, maintenance, and loss of power. We address and attempt to reconcile a burgeoning set of findings that appear to conflict with each other, especially findings vis-à-vis the maintenance and loss of power. We conclude by addressing overlooked topics and areas for future research.

Dispositional Anxiety Blocks the Psychological Effects of Power

A growing body of research demonstrates that power promotes a fundamental orientation toward approach and agency. The current studies suggest that this tendency is moderated by dispositional anxiety. In two experiments, high levels of dispositional anxiety blocked the psychological effects of power. Although people low in anxiety responded to a power prime with greater willingness to take risks, those high in anxiety did not (Experiment 1). Similarly, whereas those low in social anxiety responded to power with increased sexual attraction toward a confederate, individuals high in social anxiety failed to show the same effect (Experiment 2). In both studies, the interaction between power and anxiety was statistically mediated by perceptions of reward. Although power enhanced people’s perceptions of reward, this effect was eliminated by high levels of dispositional anxiety. This research provides insight into how, and in whom, power promotes approach and agentic behavior.