Power’s mission: impact and the quest for goal achievement

Guinote, Ana; Kim, Kyoo Hwa

doi:10.1016/j.copsyc.2019.07.025

Cited by 7 publications

(3 citation statements)

References 79 publications

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“…According to the situated focus theory of power ( Guinote, 2007a , 2007b , 2008 ), predispositions and social context, such as power roles and organizational norms, influence power holders’ priorities. These factors activate goals that ultimately affect power holders’ ethical conduct, in a situated ( Guinote & Chen, 2017 ; Guinote & Kim, 2020 ; Overbeck & Park, 2006 ) and nuanced ( Fleischmann et al, 2019 ) manner. For instance, the construal of power may emphasize having power over others or autonomy ( Lammers et al, 2009 ).…”

Section: Power Dominance and Dishonestymentioning

confidence: 99%

Cheating at the Top: Trait Dominance Explains Dishonesty More Consistently Than Social Power

Kim

Guinote

2021

Pers Soc Psychol Bull

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Power has long been associated with dishonesty. Here, we examined the contributions of personal and structural factors associated with power. Across five studies ( N = 1,366), we tested the hypothesis that being dominant, more than having power and felt prestige, predicts dishonesty in incentivized tasks, moral disengagement, and breaking of Covid-19 containment rules. Dominance and dishonesty were positively associated (Study 1). Furthermore, dominance contributed to the positive relationship between occupational power and dishonesty in natural settings (Studies 2 and 5). Different types of power had inconsistent effects on dishonesty (Studies 3 and 4). Prestige was unrelated to dishonesty. Dominant individuals were overrepresented at the top, suggesting that the association between power and dishonesty may derive from self-selection processes, rather than power itself.

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Section: Power Dominance and Dishonestymentioning

confidence: 99%

Cheating at the Top: Trait Dominance Explains Dishonesty More Consistently Than Social Power

Kim

Guinote

2021

Pers Soc Psychol Bull

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“…Cho and Keltner (2020) also found that those with power make faster decisions and act more promptly. Powerful individuals also engage in less deliberate decision-making processes (Fiske and Dépret, 1996) and have less foresight (consideration of "what happens if "; Guinote and Kim, 2020). Power works throughout the entire motivational process, from increasing goal setting, to early action, through to completion of the task (Guinote, 2007).…”

Section: Introductionmentioning

confidence: 99%

Avoidant authority: The effect of organizational power on decision-making in high-uncertainty situations

Shortland

McCusker²,

Alison³

et al. 2023

Front. Psychol.

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Individuals in positions of power are often required to make high-stakes decisions. The approach-inhibition theory of social power holds that elevated power activates approach-related tendencies, leading to decisiveness and action orientation. However, naturalistic decision-making research has often reported that increased power often has the opposite effect and causes more avoidant decision-making. To investigate the potential activation of avoidance-related tendencies in response to elevated power, this study employed an immersive scenario-based battery of least-worst decisions (the Least-Worst Uncertain Choice Inventory for Emergency Responses; LUCIFER) with members of the United States Armed Forces. In line with previous naturalistic decision-making research on the effect of power, this research found that in conditions of higher power, individuals found decisions more difficult and were more likely to make an avoidant choice. Furthermore, this effect was more pronounced in domain-specific decisions for which the individual had experience. These findings expand our understanding of when, and in what contexts, power leads to approach vs. avoidant tendencies, as well as demonstrate the benefits of bridging methodological divides that exist between “in the lab” and “in the field” when studying high-uncertainty decision-making.

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“…The learners master or expand the knowledge they have accumulated while solving the missions/quests they face. At the same time, instructors set learning goals through missions/quests [17]. The process of the learners solving the mission/quest is not a simple "repetition" of knowledge but a continuous expansion of knowledge.…”

Section: Gameful Experience and Motivationmentioning

confidence: 99%

Identifying World Types to Deliver Gameful Experiences for Sustainable Learning in the Metaverse

2022

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The metaverse is expected to turn imagination into reality through the convergence of various technologies and should be considered as a medium for sustainable education, free from the constraints of time and space. The purpose of this study was to identify world types in the metaverse to deliver a gameful experience to users. The relationship between gameful experience and learning motivation was examined by analyzing previous studies. Furthermore, the metaverse platforms were confirmed as virtual worlds using the metaverse classification. This study employed a bottom-up approach based on real cases to identify world types that can be used for metaverse-based education. Survival, maze, multi-choice, racing/jump, and escape room world types were identified. The results of this study can be used to provide equal educational opportunities to learners by creating innovative educational environments. This is expected to enable the achievement of the fourth sustainable development goal.

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Power’s mission: impact and the quest for goal achievement

Cited by 7 publications

References 79 publications

Cheating at the Top: Trait Dominance Explains Dishonesty More Consistently Than Social Power

Cheating at the Top: Trait Dominance Explains Dishonesty More Consistently Than Social Power

Avoidant authority: The effect of organizational power on decision-making in high-uncertainty situations

Identifying World Types to Deliver Gameful Experiences for Sustainable Learning in the Metaverse

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