They bring together facts, they write policies, they submit them, and we gather these written products. Half-way into the experiment, we bring a plate of five delicious chocolate chip cookies. So everybody takes a cookie.
They eat very happily and are grateful for it. Dacher Keltner: Most of the time. And that set in motion this whole exploration. Humans are this balance of impulse and our ego, our sense of morality and our sense of what other people think of us, and power shifts this balance.
Suddenly when I feel powerful, I can eat the cookies however I want to. I can swear at my colleagues. I can touch people in a way that feels good to me, but not necessarily worry about how it feels to them. That really set in motion this idea that power leads people to feel entitled to take more resources.
Dacher Keltner: One really interesting area of research is work in organizations. We know you create a better team if as a leader you speak in a respectful way. You compliment. You bring out the best, you praise people. You ask good questions. And so researchers have been asking who is more likely to swear in a rude fashion at their work colleagues. And three out of the four acts of rudeness come from people in positions of power in organizations in different sectors.
I could not believe this finding. By sharing it. Dacher Keltner: Yeah, and the sense of accountability or the sense of being scrutinized is so powerful. All you have to do in studies now is actually place a geometric arrangement of dots, with two dots at the top and the little dot at the bottom, that kind of resembles the human face.
If I am have sense of being watched, I become less greedy and less entitled in taking resources in positions of power. Accountability is really important. Dacher Keltner: Yes. Power isn't corrupting; it's freeing, says Joe Magee, a power researcher and professor of management at New York University. Once you get into a position of power, then you can be whoever you are. This manifests in several different ways.
For one, the powerful are seen to be less likely to take into account the perspective of others. In one experiment participants were primed to feel powerful or not, and then asked to draw the letter "e" on their foreheads. The letter can be drawn so it looks correct to others, or correct to the person drawing. In this case, high-powered people are two to three times more likely to draw an "e" that appears backwards to others. That is, they were more likely to draw a letter that could only be read by themselves.
Power lends the power holder many benefits. Powerful people are more likely to take decisive action. In one simple experiment , it was shown that people made to feel powerful were more likely to turn off an annoying fan humming in the room. Power reduces awareness of constraints and causes people act more quickly. Powerful people also tend to think more abstractly, favoring the bigger picture over smaller consequences. Powerful people are less likely to remember the constraints to a goal.
They downplay risks, and enjoy higher levels of testosterone a dominance hormone , and lower levels of cortisol a stress hormone. More directions for what actions they can take.
What it means to have power is to be free of the punishment that one could exert upon you for the thing you did. Our guts are right about this one. Table 2. Interpersonal exploitativeness. Power over others and personal control as predictors of interpersonal exploitativeness As in Study 1, we tested a structural equation model. Figure 2.
Power over others and personal control as predictors of exploitativeness Study 2. Discussion The results of Study 2 were consistent with those of Study 1, showing that power over others and personal control had opposite effects for antisocial behavioral tendencies.
Study 3 In Study 3, we sought to examine the effects of power over others and personal control on both interpersonal exploitativeness and verbal aggression. Method Participants and procedure Study 3 was part of a larger organizational survey.
Measures Power over others was measured with four items, similar to those used in Study 2 e. Results Bivariate relations Zero-order correlations and descriptive statistics are presented in Table 3. Table 3. Variable 1 2 3 4 1. Table 4. Power over others and personal control as mediators of the effect of organizational position on antisocial tendencies We then examined whether high organizational position was associated with antisocial tendencies through power over others and personal control using structural equation modeling.
Figure 3. Discussion Study 3 extended the findings of Studies 1 and 2 by demonstrating that power and personal control were parallel, yet opposing, mediators of the association between organizational position and antisocial tendencies.
General Discussion In three studies, using different operationalizations of predictors and dependent variables, and samples from Western the United States and Eastern European Poland countries, we found converging evidence regarding the opposite effects of power over others and personal control.
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