When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

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When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance

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Title: When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance
Author: Tost, Leigh Plunkett; Gino, Francesca; Larrick, Richard P.

Note: Order does not necessarily reflect citation order of authors.

Citation: Tost, Leigh Plunkett, Francesca Gino, and Richard P. Larrick. "When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance." Academy of Management Journal (forthcoming).
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Abstract: We examine the impact of subjective power on leadership behavior and demonstrate that the psychological effect of power on leaders spills over to impact team effectiveness. Specifically, drawing from the approach/inhibition theory of power, power-devaluation theory, and organizational research on the antecedents of employee voice, we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance. Three studies find consistent support for this argument. The implications for theory and practice are discussed.
Other Sources: http://amj.aom.org/content/early/2012/09/04/amj.2011.0180.abstract
Terms of Use: This article is made available under the terms and conditions applicable to Open Access Policy Articles, as set forth at http://nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of-use#OAP
Citable link to this page: http://nrs.harvard.edu/urn-3:HUL.InstRepos:10996804
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