Power and Vertical Positions in an Organization Chart: A Pre-Registered Replication Report of Study 3a and a Modification of Study 1a, Giessner & Schubert (2007)

Abstract

Study 1a of Giessner and Schubert (2007) found a causal effect of vertical spatial cues on power judgments. Recent work showed that this was a false positive (Klein et al., 2018). Here, we test whether another paradigm (i.e., original Study 3a) can be replicated, and develop an adjusted paradigm of original Study 1a to clarify what kind of vertical spatial cues influence power judgments. Our current preregistered Study 1 confirms original Study 3a of Giessner and Schubert (2007). It shows that information about the power of a leader is represented spatially by placing the leader's box higher in an organigram. Our current Study 2 distinguishes vertical ranks from magnitude of vertical spatial difference without changes in rank. The original Study 1a and the failed replication manipulated only magnitude while leaving rank equal. We confirm the null finding here. However, we also find that vertical rank order does indeed affect power judgments, again in a preregistered study, and in line with prior work. In sum, building on earlier work and the failed replication, we clarify that vertical rank order, but not magnitude of elevation, are associated with power judgments.

God is up? Replication and extension attempts of Meier et al. (2007).

“…Furthermore, valid concerns have been raised concerning the replicability of CMT and embodied cognition research (Skulmowski & Rey, 2018). For example, there have been reported failures to replicate metaphor and embodied cognition effects on social judgments and in studies involving judgments of other’s traits (e.g., Ashton et al, 2014; Chabris et al, 2019; Siev et al, 2018; but see Hauser & Schwarz, 2020, for a discussion of relevant boundary conditions; also see Giessner & Schubert, 2019, for a successful replication). For instance, Siev et al (2018) reported a failure to replicate the “Macbeth Effect” which occurs when unethical thoughts trigger desires or behaviors related to cleansing oneself.…”

The spatial representation of leadership depends on ecological threat: A replication and extension of Menon et al. (2010).

“…This research material thus provided for both cross-cultural comparability and maximum experimental control. Given the focus of our research on the cognitive aspect of the mental representation of leadership, we presented participants with images of teams on the screen or paper, following the example of Menon et al (2010) as well as previous research on conceptual metaphors and image schemas (e.g., Giessner & Schubert, 2019; Hegarty et al, 2010; Schwartz et al, 1982). This mode of presentation capitalized on people’s ability to deduce real-world spatial arrangements from two-dimensional images (Biederman, 1987).…”

Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior

“…We used a five-item scale developed by Giessner and Schubert (2007, 2019) to measure perceived leader power ( α =0.85). Responses were provided by employees on a five-point scale (1=Strongly disagree, 5=Strongly agree), sample items are “I think my supervisor is dominant,” “I think my supervisor has a lot of control in the company” and “I think my supervisor holds a very high status within the company.”…”