Posts tagged with: Galinsky
Friend & Foe: When to cooperate, when to compete, and how to succeed at both. (2015)
“The crushing lesson for companies hit by scandal is that while “non-core violations” of trust do not cause long-term harm, “core violations” can devastate. Adam Galinsky, Professor of Business, Columbia...
Not so lonely at the top: The relationship between power and loneliness. (2015)
“These findings ... speak to the fundamental question of whether it is ‘lonely at the top’ or lonelier at the bottom... (and) suggest power and loneliness are negatively related." Adam Waytz,...
Not lonely at the top. (2015)
“The psychological benefits of power (may) substitute for the human need to belong to social groups Adam Waytz, Eileen Chou, Joe Magee, Adam Galinsky The New York Times, 24 July...
When you’re in charge your whisper may feel like a shout. (2015)
"When in power, we need to be more conscious of how direct communication, silence and ambiguity can affect others. Adam Galinsky, Professor of Business, Columbia Business School ‘Preoccupations’, New York...
Power and morality. (2015). A complex relationship
The link between power and morality is complex.... Power can both undermine and elevate morality. Joris Lammers, University of Cologne, Germany Adam D. Galinsky, Columbia University, USA David Dubois, INSEAD, France...
The sound of power: Conveying and detecting hierarchical rank through voice. (2014)
“Holding power can fundamentally change the way you speak, altering basic acoustic properties of the voice. Listeners can pick up on these vocal cues to know who is really in...
How power corrupts relationships: cynical attributions for others’ generous acts. (2012)
"Exploring how power corrupts relationships, the researchers find that power creates doubt about the motives behind the kind acts of others. As a result, power-holders may become cynical of seemingly...
The blind leading: Power reduces awareness of constraints. (2012)
"Organizations need to anticipate the tendency of their most powerful members to leap without looking. The remedy is to surround them with people who can see other angles, or can...
Power and over-confident decision-making. (2011)
"In 2009, British Petroleum (BP) executives confidently down-played potential risks associated with their Gulf of Mexico oil rig, assuring regulators that it was virtually impossible for a major accident to...
Research on power teaches why Blagojevich did what he did (…and why he might get away with It). (2010)
"The powerful often egregiously overstep sacred bounds of public and private trust, only to be consistently forgiven. This "power tango" is driven by a unique brew of intoxication. Adam...