Leader Power Motive and Group Conflict as Influences on Leader Behavior and Group Member Self-Affect

Fodor, Eugene M.; Riordan, Jason

doi:10.1006/jrpe.1995.1024

Cited by 14 publications

(7 citation statements)

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“…It points to a dark side of power that is consistent with many findings in psychology: Power often aims at status and superiority (McClelland 1970(McClelland , 1975Winter 1973) and has been associated with antisocial decision-making (Magee and Langner 2008), dehumanization of others , infidelity , and aggressive behaviors (Mason and Blankenship 1987;Zurbriggen 2000). Group leaders with a high implicit power motive inhibit information flow into group discussions (Fodor and Smith 1982) and reduce feelings of competence in group members (Fodor and Riordin 1995; for an overview see Fodor 2010). In light of such findings, it is not astonishing that the power motive has acquired a bad reputation.…”

supporting

confidence: 51%

Guiding others for their own good: Action orientation is associated with prosocial enactment of the implicit power motive

2015

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Prior research has repeatedly documented how people who are implicitly motivated by power motives may hurt other people's interests. However, people may also enact the implicit power motive (nPower) in a prosocial manner. Using an Operant Motive Test, the authors differentiated five enactment strategies within nPower and investigated personality antecedents and personal benefits of a prosocial enactment strategy. Two studies found that demand-related action orientation (i.e., ability to self-regulate positive affect) was associated with prosocial enactment of nPower. Furthermore, prosocial enactment of nPower was associated with a higher explicit power motive among future teachers (Study 1) and future psychologists (Study 2). Finally, there was an indirect effect of action orientation through the prosocial enactment of nPower on the explicit power motive (Studies 1 and 2) and, in turn, on well-being (Study 2). Our integration of motivation and self-regulation research (the ''what'' and ''how'' of goal striving) helps to better understand the dual nature of power motives.

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supporting

confidence: 51%

Guiding others for their own good: Action orientation is associated with prosocial enactment of the implicit power motive

2015

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“…For example, group leaders with a high implicit power motive tend to inhibit information flow into group discussions (Fodor & Smith, 1982) and reduce feelings of competence in group members (Fodor & Riordin, 1995; for an overview see Fodor, 2010). However, the power motive also has a bright side because it encompasses prosocial guidance and fosters helping behavior (Aydinli, Bender, Chasiotis, Cemalcilar, & van de Vijver, 2014), generativity (Hofer, Busch, Chasiotis, Kärtner, & Campos, 2008), and love for children (Chasiotis, Hofer, & Campos, 2006).…”

Section: Limitations and Future Perspectivesmentioning

confidence: 99%

Enjoying influence on others: Congruently high implicit and explicit power motives are related to teachers’ well-being

2015

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The present study examined the associations of implicit and explicit power motives with the well-being of teachers. Teachers (N = 170) participated in an online assessment, which included measures for implicit motives (assessed by the operant motive test), explicit motives, and well-being. We expected congruently high power motives to be linked with the highest levels of well-being. We tested this assumption using polynomial regressions with response surface analysis. Results were consistent with our hypothesis. Additionally, there was an effect of directional motive incongruence (a combination of a low implicit and a high explicit power motive was associated with higher well-being than a high implicit/low explicit combination), which did not hold when controlling for emotional stability. Results for achievement were comparable, but weaker, and there was no effect for motive incongruence. No significant associations were found for motive (in)congruence in the affiliation domain. Our findings underline the importance of the power motive in understanding individual differences in teachers' well-being. The present study examined the associations of implicit and explicit power motives with the

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“…Ziaaddini et al (2013) found no direct impact of leadership quality on interpersonal conflict, except the mediating effect of organisational citizenship behaviour. Fodor & Riordan (1995) found that leaders high in power needs were rated lower in group conflict situations, on cooperative behaviour and analytical task-oriented problem solving, producing lower self-affect among members. Zhou & Shi (2014) state that leadership may be blamed for higher Relationship Conflict -LMX (leader-member exchange) differentiation was positively related to team relationship conflict, though ethical leadership weakened this relationship.…”

Section: Role Of Leadership In Relationship Conflictmentioning

confidence: 95%

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

2019

IJITEE

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Globally, 80% of projects fail to meet either schedule or budget, and about 50% of such failures are due to human factors. Conflict is inevitable between people working in crossfunctional project teams; further, task-oriented conflict is constructive and is needed to make progress. However, personoriented or Relationship Conflict can be destructive - arising from differences in beliefs, values, attitudes and communication styles. Relationship Conflict is found to cause counterproductive work behaviour and affect team cooperation, creativity, cohesion, learning, even mood & sleep, leading to schedule delays and budget increases, accounting for up to 27% of the variation in project performance. Several antecedent factors are identified, including team diversity, personality and leadership, with a focus on aspects of behaviour and processes which may be more amenable to control. Among the resolution approaches, the Project Management Institute’s style-based proposals are studied, along with later developments which emphasise communication, mediation and negotiation of interests, rather than rights or power. Focussing on behaviour, both destructive and constructive, and the “hot buttons” to control, has been found to provide helpful tools to grow conflict resolution behaviours & skills, with the necessary organisational commitment. Actual studies of Relationship Conflict behaviour in project teams per se and its impact on performance are limited; particularly in the context of Indian infrastructure projects. A survey is envisaged to assess the current practices and improvement possibilities. The basis and method for conducting such a detailed study are described, with the objective of better management of the phenomenon, enhancing teamwork and improving project performances.

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Leader Power Motive and Group Conflict as Influences on Leader Behavior and Group Member Self-Affect

Cited by 14 publications

References 0 publications

Guiding others for their own good: Action orientation is associated with prosocial enactment of the implicit power motive

Guiding others for their own good: Action orientation is associated with prosocial enactment of the implicit power motive

Enjoying influence on others: Congruently high implicit and explicit power motives are related to teachers’ well-being

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

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