A relational account of low power: The role of the attachment system in reduced proactivity

Pai, Jieun; Whitson, Jennifer; Kim, Junha

doi:10.1016/j.obhdp.2021.06.003

Cited by 4 publications

(2 citation statements)

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“…The existing research studies on employees' workplace proactivity have suggested that employees' proactive behavior is influenced by multiple factors such as individual differences, contextual variables and motivational and goal processes (Parker et al, 2010(Parker et al, , 2019. For example, employee workplace proactivity is influenced by perceived power (Pai et al, 2021), job insecurity and commitment (Huang et al, 2021), peer coaching (Fey et al, 2021), HRM system (Zhang and Edgar, 2021), employee emotions (Bindl, 2019), training and development (Strauss and Parker, 2018), perceived overqualification (Zhang et al, 2016) and work engagement and learning goal orientation (Maden, 2015). However, limited studies are available in proactivity literature that explains the way in which employee proactivity increases at workplace.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

Singh

2022

EBHRM

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PurposeThis study aims to explore the association between empowering leadership and workplace proactivity.Design/methodology/approachThe data have been collected through questionnaires from both the medical and non-medical staff members working in four National Accreditation Board for Hospitals & Healthcare (NABH)–accredited private hospitals in India. Confirmatory factor analysis has employed test reliability and validity and PROCESS MACRO (model 6) to test the proposed serial mediation model.FindingsThe results support the proposed hypotheses of the serial mediation model. Additionally, the authors have also found that psychological safety is a strong mediating variable than knowledge sharing between empowering leadership and workplace proactivity.Research limitations/implicationsThe findings should be interpreted by considering the cross-sectional research design and self-reported measures.Practical implicationsAn organization can use the findings to promote employee proactivity at the workplace.Originality/valueThe study makes an attempt to explore the underdeveloped relationship between empowering leadership and workplace proactivity in the context of Indian NABH-accredited hospitals based on the self-determination theory.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

Singh

2022

EBHRM

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Are many sex/gender differences really power differences?

Galinsky,

Turek,

Agarwal

et al. 2024

PNAS Nexus

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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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Do Lower-Power Individuals Really Compete Less? An Investigation of Covert Competition

Zhong

2024

Organization Science

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Competition is one of the defining features of organizational life. In this research, we identify a prevalent but overlooked type of competition—covert competition, which we define as behaviors with the intention to win (i.e., advancing one’s interest/position while disregarding or hurting the other party’s interest/position) that are unclear to or hidden from the other party. We argue that one’s relative power in dyadic social relationships influences covert competition. Based on the theory of power dependence, we expect that lower-power individuals are more likely than higher-power individuals to compete covertly. This is because lower-power individuals fear the potential negative repercussions of revealing their competitiveness, which motivates them to engage in more covert competition. Lower-power individuals’ ability to escape from the current relationship mitigates the effects of having lower power on such fear and on their subsequent covert competition. With five experiments and a three-wave longitudinal survey study, we find support for our hypotheses. This research calls attention to the understudied covert form of competition and emphasizes the nuanced relationships between power and competitive behaviors. Supplemental Material: The online supplemental material is available at https://doi.org/10.1287/orsc.2023.1684 .

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A relational account of low power: The role of the attachment system in reduced proactivity

Cited by 4 publications

References 116 publications

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

Are many sex/gender differences really power differences?

Do Lower-Power Individuals Really Compete Less? An Investigation of Covert Competition

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