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  • Power becomes you: The effects of implicit and explicit power on the self

    Author(s)
    Caza, Brianna Barker
    Tiedens, Larissa
    Lee, Fiona
    Griffith University Author(s)
    Caza, Brianna
    Year published
    2011
    Metadata
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    Abstract
    Some power cues are explicit, obvious and salient, while others are implicit, subtle and harder to detect. Drawing from research demonstrating that people assimilate to implicit cues and contrast from explicit ones, we suggest that implicit and explicit power cues have different effects on people. Two laboratory experiments found that when power cues were implicit, people in high power conditions assimilated to stereotypes of power; they had relatively higher independent self construals, and they were more likely to see themselves as autonomous from, rather than connected to, others. The opposite effect emerged when ...
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    Some power cues are explicit, obvious and salient, while others are implicit, subtle and harder to detect. Drawing from research demonstrating that people assimilate to implicit cues and contrast from explicit ones, we suggest that implicit and explicit power cues have different effects on people. Two laboratory experiments found that when power cues were implicit, people in high power conditions assimilated to stereotypes of power; they had relatively higher independent self construals, and they were more likely to see themselves as autonomous from, rather than connected to, others. The opposite effect emerged when power cues were explicit. These effects were replicated in a third study, where working adults rated their own power at work and the explicitness of power cues in their workplaces. We also found that power and cue explicitness predicted co-worker support, and that this effect was mediated by self construals. These results suggest that the way power is conveyed and expressed can influence important outcomes in organizations.
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    Journal Title
    Organizational Behavior and Human Decision Processes
    Volume
    114
    Issue
    1
    DOI
    https://doi.org/10.1016/j.obhdp.2010.09.003
    Subject
    Organisational Behaviour
    Commerce, Management, Tourism and Services
    Psychology and Cognitive Sciences
    Publication URI
    http://hdl.handle.net/10072/47349
    Collection
    • Journal articles

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