Why leaders punish: A power perspective.

Abstract

We propose that power fundamentally changes why leaders punish and we develop a theoretical model that specifies how and why this occurs. Specifically, we argue that power increases the reliance on deterrence, but not just deserts, as a punishment motive and relate this to power fostering a distrustful mindset. We tested our model in 9 studies using different instantiations of power, different measurements and manipulations of distrust while measuring punishment motives and recommended punishments across a number of different situations. These 9 studies demonstrate that power fosters distrust and hereby increases both the reliance on deterrence as a punishment motive and the implementation of punishments aimed at deterrence (i.e., public punishments, public naming of rule breakers and punishments with a mandatory minimum). We discuss the practical implications for leaders, managers and policymakers and the theoretical implications for scholars interested in power, trust, and punishments.

Cultural variation in individuals' responses to incivility by perpetrators of different rank: The mediating role of descriptive and injunctive norms

“…Joshi & Fast, ). Furthermore, work by Stamkou, van Kleef, Homan, and Galinsky () suggests that the motivation to achieve hierarchical differentiation can affect individuals' responses to transgressions in low power distance cultural settings (see also Mooijman, van Dijk, Ellemers, & van Dijk, ). This is consistent with studies conducted with British and Australian samples showing that powerholders not accustomed to having power are inclined to seek retaliation against perpetrators (Strelan, Weick, & Vasiljevic, ).…”

Witnessing wrongdoing: The effects of observer power on incivility intervention in the workplace

“…Although this is a common manipulation in the power literature (e.g., Jordan, Sivanathan, & Galinsky, 2011;Mooijman, van Dijk, Ellemers, & van Dijk, 2015;Wiltermuth & Flynn, 2013), in Study 2 we aim to examine whether this effect is about the perception of one's power, rather than the expectations associated with a hierarchical role.…”

Pride and punishment: Entitled people's self‐promoting values motivate hierarchy‐restoring retribution

“…People higher in power are more vengeful (Strelan, Weick, & Vasiljevic, 2014) and punitive (van Prooijen, Coffeng, & Vermeer, 2014), and people higher in power values more strongly support retribution (Okimoto, Wenzel, & Feather, 2012), and are less forgiving (McKee & Feather, 2008;Strelan, Feather, & McKee, 2011). In addition, leaders' power and status concerns contribute to their punitive tendencies (Mooijman, van Dijk, Ellemers, & Van Dijk, 2015).…”