Using informant reports on working professionals, we explored the role of listening in interpersonal influence and how listening may account for at least some of the relationship between personality and influence. The results extended prior work which has suggested that listening is positively related to influence for informational and relational reasons.
This monograph presents existing and new research on three approaches to multiagent incentives. The goal of all three approaches is to find theories that better explain observed institutions than the standard approach has.
Purpose — This chapter provides a framework that captures the fundamental impacts of power at the individual, dyadic, small group, and organizational levels. Within each level, we trace the psychological, cognitive, and behavioral consequences of having or lacking power.
Approach — We integrate theoretical approaches from psychology, sociology, behavioral economics, and organizational theory to underscore the far-reaching effects that power has.
Who has power, who is affected by power, and how power is acquired and exercised provide the foundation for understanding human relations. Indeed, to truly understand the dynamics of any organization or firm requires knowing where power resides and where influence flows. The dispersion of power within and between organizations can emerge from formal systems or through the process of informal interaction and is typically conveyed through organizational charts or network maps.
Standard principal-agent models commonly invoked to explain executive pay practices do not account for the involvement of third-party intermediaries in the CEO labor market. This paper investigates the influence of one such intermediary — talent agents who seek out prospective employers and negotiate pay packages on behalf of CEOs. Jensen, Murphy and Wruck (2004) characterize the hiring of such agents as an obvious example of rent extraction by incoming CEOs.
Five experiments tested the hypothesis that there is a bi-directional link between ideological (multiculturalism and color-blindness) and self-regulatory (perspective-taking and stereotype-suppression) approaches to managing diversity. A first set of experiments found that exposure to multiculturalism facilitated perceptual and conceptual forms of perspective-taking.
The current research investigated how patterns of home and host cultural identification can explain which individuals who have lived abroad achieve the greatest creative and professional success. We hypothesized that individuals who identified with both their home and host cultures (i.e., biculturals) would show enhanced creativity and professional success compared with individuals who identified with only a single culture (i.e., assimilated and separated individuals).
The current paper reviews the concept of power and offers a new architecture for understanding how power guides and shapes consumer behavior. Specifically, we propose that having and lacking power respectively foster agentic and communal orientations that have a transformative impact on perception, cognition, and behavior. These orientations shape both who and what consumers value. New empirical evidence is presented that synthesizes these findings into a parsimonious account of how power alters consumer behavior as a function of both product attributes and recipients.
Four experiments examined the effects of perspective taking on processes contributing to stereotype maintenance: biases in social memory, behavior explanations, and information seeking. The first two experiments explored whether perspective taking influences memory and spontaneous explanations for stereotype-relevant behaviors. Relative to participants in an objective-focus condition, perspective takers exhibited better recall of stereotype-inconsistent behaviors (Experiment 1) and spontaneously generated more dispositional explanations for them (Experiment 2).