A Reciprocal Influence Model of Social Power: Emerging Principles and Lines of Inquiry

Power, Status, and Learning in Organizations

“…Given these tendencies, Keltner, et al (2008) proposed that the goals, actions, and emotions of the powerful serve as a "prioritization device" in coordinating interdependent action. That is, those goals, actions, and emotions send a robust signal to lower-power members about what matters and what does not in the context of an interdependent group, thereby suggesting a standard for sorting the relevant and central from the irrelevant and peripheral.…”

“…So, for example, de Waal's research on 20 primates clearly suggests that power and status in chimpanzee colonies is predicted less by the self-promoting and self-interested assertion of superior strength and more by superior strength combined with a capacity to smooth conflicts, enforce norms, and promote fairness, i.e., by the socialized rather than the personalized use of power (de Waal, 1998). Keltner, et al (2008) built on these observations related to primate hierarchies to suggest that because power and status must always be granted by those lower in the social hierarchy, and because those lowerstatus individuals are larger in number and have the ability to form coalitions, a given actor's power and status within a social hierarchy will always be largely determined by perceptions of that actor's ability and motivation to advance collective interests. This assertion helps to explain why individuals in structurally-advantaged positions, who possess greater knowledge and power (see Reagans & Zuckerman, 2008) and are therefore in a position to pursue personal interests at the expense of the collective (Reagans & Zuckerman, 2009), have more influence when they are concerned with collective as opposed to individual goals (Fernandez & Gould, 1994).…”

“…For McClelland (1975) and a number of others (Chen, et al, 2001;Keltner et al, 2008;Magee & Langner, 2008), the answer lies in stable individual or cultural differences. Put simply, this approach assumes that some people are able to maintain collective goals in spite of power and status advantages because of personality or deeply-ingrained values.…”

Moving Closer to Reach the Top: Approach Behavior Increases One's Sense of Power

“…This may occur because it maintains or propagates the cycle of power. Power is often initially acquired via approach-type behavior, such as by actively engaging with other people (Keltner, Van Kleef, Chen, & Kraus, 2008). Once power is acquired, this sense of power reinforces this approach behavior, and we propose that this approach behavior should also reinforce the sense of power.…”

Bargaining Power in the System of Negotiations Strategy : Essence, Conception, Elements / Derybinės Galios Derybų Strategijos Sistemoje: Esmė, Koncepcija, Elementai

“…Atliekant mokslinius tyrimus nagrinėtos tokios problemos -kaip galių turėjimas (ar jų neturėjimas) veikia emocijas (Langner, Keltner 2008), elgesio apraiš-kas, susijusias su požiūriu (Galinsky et al 2003), į tikslus nukreiptą socialinį pažinimą (Guinote 2007), kokios įtakos turi socialinio elgesio kintamumui (Guinote et al 2002) ir globėjiško elgesio tikimybei (Vescio et al 2003;Keltner et al 2008). Šie tyrimai susiję su subjekto analize: daž-niausiai visi tyrimai apie socialines galias yra sutelkti į individus kaip subjektus (Copeland 1994;Guinote et al 2002;Overbeck, Park 2001;Tiedens 2001;Van Kleef et al 2006;Vescio et al 2003;Keltner et al 2008).…”