Posts tagged with: Galinsky
The Power Trip. (2010) Nice people are actually more likely to rise to power. But then authority atrophies the very talents that got them there.
"The very traits that helped leaders accumulate control in the first place all but disappear once they rise to power. Instead of being polite, honest and outgoing, they become impulsive,...
Power increases hypocrisy moralizing in reasoning, immorality in behavior. (2010)
“Across five experiments … we found strong evidence that the powerful are more likely to engage in moral hypocrisy than are people who lack power. J. Lammers, D.A. Stapel, Tilburg...
Social hierarchy: the self-reinforcing nature of power and status. (2008)
"In this review, we revisit some basic psychological and sociological elements of hierarchy and argue that status and power are two important yet distinct bases of hierarchical differentiation. Magee,...
Power reduces the press of the situation: implications for creativity, conformity and dissonance. (2008)
"..explores whether power psychologically protects people from influence. ...experiments demonstrate that the powerful (a) generate creative ideas that are less influenced by salient examples, (b) express attitudes that conform less.... Galinsky, A.D.,...
Power, propensity to negotiate, and moving first in competitive interactions. (2007)
"...high-power individuals displayed a greater propensity to initiate a negotiation than did low-power individuals... power increased the likelihood of making the first move in a variety of competitive interactions. ...
Power, optimism and risk-taking. (2006)
"..investigated the hypotheses that the sense of power increases optimism in perceiving risks and leads to more risky behaviour. ...individuals with a higher generalized sense of power were more optimistic...
Power and perspectives not taken. (2006)
"Experiencing power seems to almost instantly impair an individual's ability to appreciate the perspectives of others. ..power leads individuals to anchor too heavily on their own vantage point, insufficiently adjusting...
Leadership and the psychology of power. (2005)
“…power is disinhibiting… to understand leadership behaviour it is important to consider the psychological effects of power on the leader” Joe C. Magee, Deborah. H. Gruenfeld; Stanford University Dacher J....
From power to action. (2003)
"...investigated the hypothesis that power increases an action orientation in the power holder, even in contexts where power is not directly experienced. Galinsky, A. D., Northwestern University Gruenfeld, D.H....