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The prosocial side of power: How structural power over subordinates can promote social responsibility

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  • Tost, Leigh Plunkett
  • Johnson, Hana Huang

Abstract

We examine the effect of power on powerholders’ egocentric versus prosocial orientation toward others. We argue that power, particularly in collaborative settings such as teams and organizations, induces a sense of responsibility to those over whom one has power. This sense of responsibility is driven by two mechanisms: (1) norms about the benevolent use of power in organizations and (2) awareness that subordinates are dependent on the powerholder. This sense of responsibility also has important consequences. In particular, we argue that it induces feelings of solidarity, a prosocial form of identification with subordinates, which in turn leads powerholders to engage in behavioral solidarity (behaviors that prioritize subordinates’ interests over powerholders’ self-interests). We test these ideas in a series of three pre-registered experiments and one field survey. We discuss the implications of our findings for research on the social psychology of power and organizational theories of power.

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  • Tost, Leigh Plunkett & Johnson, Hana Huang, 2019. "The prosocial side of power: How structural power over subordinates can promote social responsibility," Organizational Behavior and Human Decision Processes, Elsevier, vol. 152(C), pages 25-46.
    • Handle: RePEc:eee:jobhdp:v:152:y:2019:i:c:p:25-46
    DOI: 10.1016/j.obhdp.2019.04.004
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    References listed on IDEAS

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    Cited by:

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    2. Hoever, Inga J. & Betancourt, Nathan E. & Chen, Guoquan & Zhou, Jing, 2023. "How others light the creative spark: Low power accentuates the benefits of diversity for individual inspiration and creativity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 176(C).
    3. Pai, Jieun & Whitson, Jennifer & Kim, Junha & Lee, Sujin, 2021. "A relational account of low power: The role of the attachment system in reduced proactivity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 167(C), pages 28-41.
    4. To, Christopher & Leslie, Lisa M. & Torelli, Carlos J. & Stoner, Jennifer L., 2020. "Culture and social hierarchy: Collectivism as a driver of the relationship between power and status," Organizational Behavior and Human Decision Processes, Elsevier, vol. 157(C), pages 159-176.
    5. Schaerer, Michael & Foulk, Trevor & du Plessis, Christilene & Tu, Min-Hsuan & Krishnan, Satish, 2021. "Just because you're powerless doesn't mean they aren't out to get you: Low power, paranoia, and aggression," Organizational Behavior and Human Decision Processes, Elsevier, vol. 165(C), pages 1-20.
    6. Williams, Melissa J. & Lopiano, Gabrielle & Heller, Daniel, 2022. "When the boss steps up: Workplace power, task responsibility, and engagement with unpleasant tasks," Organizational Behavior and Human Decision Processes, Elsevier, vol. 170(C).

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