Power Use in Cooperative and Competitive Settings

Abstract

In this study we argue that when powerholder and target operate in a cooperative context, the decision to use power is influenced by the motive to reach positive joint outcomes. When the context is competitive, the use of power is more dictated by the desire to gain positive outcomes at the expense of the target. Therefore, factors that are indicative of how to bring about positive outcomes for the target will only influence power use in a cooperative context. The results of an experimental study with a 2 (social context: cooperation vs. competition) × 2 (relative competence: high vs. low) between-subjects design, with task components generating 2 levels of confidence as within-subjects variable, supported our line of reasoning. Competence of the powerholder as well as confidence as elicited by the task only affected power use in cooperation and not in competition. The results also indicated that the absolute level of power use in competition and cooperation did not differ.

Power Increases Social Distance

“…As with self-sufficiency, we predict that illegitimacy will moderate the effect of power on helping. This prediction is consistent with literature showing that when the powerful feel uncomfortable about their position, their tendency to help others does not decrease (Camerer & Thaler, 1995; Kahneman, Knetsch, & Thaler, 1986, 2005; Van Dijk & Vermunt, 2000; Van Knippenberg, Van Knippenberg, & Wilke, 2001).…”

Truth and trust in communication: Experiments on the effect of a competitive context

“…Hence, participants in both treatments had the incentive to perform as well as possible in each exercise. COMP, however, added competition, defined as a situation in which the goals of the two parties are negatively linked (cf., van Knippenberg et al, 2001;Schwieren et al, 2006). It became profitable to outperform the other team member.…”

Relational Considerations in the Use of Influence Tactics1

“…Two aspects of the present study, the fact that behaviors were assessed by self-reports and the fact that it is correlational in nature, warrant some caution in basing conclusions on the present results. In this regard, it is important to note that recent experimental studies assessing actual behavior show that relational aspects such as the competitive versus cooperative nature of the relationship (van Knippenberg & Wilke, 1998) and the expectancy of a continued relationship with the target (van Knippenberg, 1997) affect the use and choice of influence tactics, thus strengthening us in our more general conclusion that relational considerations affect the use of hard and soft tactics.…”