We examine the conditions under which power decreases trust and the process by which this occurs. Three experiments and a field study revealed that occupying an unstable power position decreases... Show moreWe examine the conditions under which power decreases trust and the process by which this occurs. Three experiments and a field study revealed that occupying an unstable power position decreases trust as it raises power holders’ concerns about losing power. We replicate this finding across studies differing in measures and design, using different samples, and using different measurements and manipulations of power, power stability, and trust. We discuss the organizational and theoretical implications of this work for current insights on power and trust. Show less
This dissertation focuses on the determinants and consequences of leaders’ punishment goals. I investigate how and why leaders rely on certain punishment goals, and how and why leaders’... Show moreThis dissertation focuses on the determinants and consequences of leaders’ punishment goals. I investigate how and why leaders rely on certain punishment goals, and how and why leaders’ reliance on such punishment goals affects punishment effectiveness. Specifically, in this dissertation I demonstrate that—with increasing power over others—leaders rely more on punishment goals that are suboptimal in promoting rule compliance. I demonstrate that power fosters a distrustful mindset towards people, which increases reliance on deterrence—but not just deserts as a punishment goal. Using deterrence—as opposed to just deserts—as a justification for punishments, in turn, decreases people’s willingness to comply with rules because people feel distrusted by the leader. Finally, leaders' reliance on suboptimal punishment goals can be explained by their motivation to maintain power over others. Although power may thus increase leaders’ reliance on punishments to deter rule-breaking behavior, paradoxically, this may at times decrease the effectiveness of the punishment. Show less
Mooijman, M.; Van Dijk, W.W.; Ellemers, N.; Dijk, E. van 2015
We propose that power fundamentally changes why leaders punish and we develop a theoretical model that specifies how and why this occurs. Specifically, we argue that power increases the reliance on... Show moreWe propose that power fundamentally changes why leaders punish and we develop a theoretical model that specifies how and why this occurs. Specifically, we argue that power increases the reliance on deterrence, but not just deserts, as a punishment motive and relate this to power fostering a distrustful mindset. We tested our model in nine studies using different instantiations of power, different measurements and manipulations of distrust while measuring punishment motives and recommended punishments across a number of different situations. These nine studies demonstrate that power fosters distrust and hereby increases both the reliance on deterrence as a punishment motive and the implementation of punishments aimed at deterrence (i.e., public punishments, public naming of rule-breakers, and punishments with a mandatory minimum). We discuss the practical implications for leaders, managers and policy-makers and the theoretical implications for scholars interested in power, trust and punishments. Show less
