When power makes others speechless: The negative impact of leader power on team performance
AbstractWe examine the impact of subjective power on leadership behavior and demonstrate that the psychological effect of power on leaders spills over to impact team effectiveness. Specifically, drawing from the approach/inhibition theory of power, power-devaluation theory, and organizational research on the antecedents of employee voice, we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance. Three studies find consistent support for this argument. The implications for theory and practice are discussed.
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Bibliographic InfoPaper provided by Harvard Business School in its series Harvard Business School Working Papers with number 11-087.
Length: 48 pages
Date of creation: Feb 2011
Date of revision:
Power; Leadership; Teams; Communication; Talking; Dominance; Team Performance; Learning;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2011-02-26 (All new papers)
- NEP-HME-2011-02-26 (Heterodox Microeconomics)
- NEP-MIC-2011-02-26 (Microeconomics)
- NEP-PPM-2011-02-26 (Project, Program & Portfolio Management)
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