Power changes how the brain responds to others.

Hogeveen, Jeremy; Inzlicht, Michael

doi:10.1037/a0033477

Cited by 105 publications

(117 citation statements)

References 66 publications

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“…The finding that managers with substantial authority over their subordinates were less empathically accurate than others is consistent with several studies showing that temporarily boosting one's sense of power via short-lived laboratory manipulations can decrease perspective taking and empathic accuracy (Galinsky et al, 2006;Hogeveen et al, 2014;cf. Cote et al, 2011;Schmid Mast et al, 2009).…”

Section: Gender Differences In Empathic Accuracysupporting

confidence: 74%

“…By doing so, we are able to study the relationships of interest in an ecologically valid way. This feature is particularly important because it allowed us to test the replicability of previous work on power and empathic accuracy, which have typically relied on manipulating power and testing its impact on empathic processes in the lab among student samples (Galinsky et al, 2006;Hogeveen et al, 2014;cf. Cote et al, 2011;Schmid Mast et al, 2009).…”

Section: The Present Study: Sdo and Empathic Accuracy Among Managersmentioning

confidence: 99%

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Perceiving Others’ Feelings

Sherman

Lerner

Renshon

et al. 2015

Social Psychological and Personality Science

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Recent research has explored the relationship between social hierarchy and empathic accuracy—the ability to accurately infer other people’s mental states. In the current research, we tested the hypothesis that, regardless of one’s personal level of status and power, simply believing that social inequality is natural and morally acceptable (e.g., endorsing social dominance orientation, or SDO) would be negatively associated with empathic accuracy. In a sample of managers, a group for whom empathic accuracy is a valuable skill, empathic accuracy was lower for managers who possessed structural power and also for managers who endorsed social dominance, regardless of their structural power. Moreover, men were less empathically accurate than women, a relationship that may be explained by men’s higher SDO and greater structural power. These findings suggest that for empathic abilities, it matters just as much what you think about social hierarchies as it does where you stand within them.

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Section: Gender Differences In Empathic Accuracysupporting

confidence: 74%

Section: The Present Study: Sdo and Empathic Accuracy Among Managersmentioning

confidence: 99%

Perceiving Others’ Feelings

Sherman

Lerner

Renshon

et al. 2015

Social Psychological and Personality Science

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“…When given power, individuals become more self-focused and less concerned about others' welfare (Piff, Kraus, Côté, Cheng & Keltner, 2010;van Kleef & Côté, 2007), less empathetic (Galinsky, Magee, Inesi & Gruenfeld, 2006;Hogeveen, Inzlicht & Obhi, 2014) and less compassionate (van Kleef, Oveis, van der Lowe, LuoKogan, Goetz & Keltner, 2008). Power causes individuals to devalue the performance of others and take credit for others' contributions (Kipnis, 1972), become overconfident in their own ideas (Sivanathan & Galinsky, 2007;Fast, Sivanathan, Mayer & Galinsky, 2012) and take others' opinions into account less (Galinsky et al, 2003;Brinol, Petty, Valle, Rucker & Becerra et al, 2007).…”

Section: The Effects Of Power On Group Processesmentioning

confidence: 99%

Failure at the top: How power undermines collaborative performance.

Hildreth

Anderson

2016

Journal of Personality and Social Psychology

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All too commonly, we see groups of leaders fail to accomplish their stated goals when working together -legislators who cannot agree on a bill, heads of state who cannot draft meaningful environmental policy, or boards of trustees who make disastrous decisions for their school. The current research examines whether groups of leaders fail as often as they do in part because of the power each leader is accustomed to possessing. Multiple studies found high power individuals, when working in groups, performed worse than did other groups: individuals randomly assigned power in an initial task were less creative when they then worked together in groups on a subsequent task (Study 1A). Individuals with higher power who worked together in groups were also less likely to reach agreement on a difficult negotiation task, whether these groups comprised actual executives from an extant organization (Study 2) or students randomly assigned power in the laboratory (Study 3). Mediation analyses suggest that groups of high power individuals performed worse because they fought over their relative status in the group, were less focused on the task, and shared information with each other less effectively.Keywords: power, groups, status, conflict, performance, creativity, negotiation FAILURE AT THE TOP 3 Individuals in positions of leadership are given inordinate power. They have disproportionate control when they interact with those they lead and their ideas, decisions, and opinions hold more sway than those of others. But, what happens when leaders have to interact and work with other leaders? How does the power they are accustomed to possessing shape their effectiveness when working with others who also hold power? This question is critical because it is often the case that important decisions and problems are addressed not by individual leaders but by groups of leaders -in government legislatures, boards of directors, or meetings between heads of state, for example. If groups of leaders fail, the damage can be profound. Legislators who cannot agree on a fiscal budget risk severe economic costs, boards of trustees who set bad policies for their university can reduce the quality of their education, and leaders of disputing countries who cannot resolve their differences risk escalating their conflict into war.The research literature has been surprisingly quiet on this question. Although a substantial body of research has examined how the possession of power can shape myriad cognitive, affective, and motivational processes (for reviews, see Keltner, Gruenfeld, & Anderson, 2003;Guinote & Vescio, 2010), this work has focused heavily on how the possession of power affects people in individual tasks or making individual decisions. Relatively little research has examined the effects of power in interactive or group contexts, let alone examined contexts in which powerholders interact and work with each other.The current research aimed to fill this lacuna.On the one hand, one might hypothesize that power would help groups of leaders...

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“…While this might not address the source of the problem as confronting does, it is a compassionate form of response. Power tends to diminish shared distress, compassion, and empathy (van Kleef et al, 2008;Woltin, Cornielle, Yzerbyt & Förster, 2011), creates a sense of social distance from others (Lammers, Galinsky, Gordijn, & Otten, 2012;Magee & Smith, 2013), and diminishes the neural processes that produce interpersonal sensitivity (Hogeveen, Inzlicht, & Obhi, 2014). We therefore expect that:…”

Section: Power and Supportmentioning

confidence: 99%