Power boosts reliance on preferred processing styles

A significant amount of research has proposed that power leads to heuristic and category based information processing, however, the evidence is often contradictory. We propose the novel idea that power magnifies chronically accessible information processing styles which can contribute to either systematic or heuristic processing. We examine heuristic (vs. systematic) processing in association with the need for closure. The results of three studies and a meta-analysis supported these claims. Power increased heuristic information processing, manifested in the recognition of schema consistent information, in the use of stereotypical information to form impressions and decreased the complexity of categorical representations, but only for those participants who, by default, processed information according to simplified heuristics, i.e., are high in need for closure. For those who prefer this processing style less, i.e., low in need for closure, power led to the opposite effects. These findings suggest that power licenses individuals to rely on their dominant information processing strategies, and that power increases interpersonal variability

Self-image threat decreases stereotyping: The role of motivation toward closure.

Some prior research indicated that self-image threat may lead people to stereotyping and prejudiced evaluations of others. Other studies found that self-image threat may promote less stereotypical thinking and unprejudiced behavior. In a series of three studies, we demonstrate that self-image threat may lead to either more or less stereotypical perception of the outgroup depending on the level of the individuals` motivation toward closure (NFC). The results reveal that when individuals high (vs. low) in NFC perceived a member of an outgroup, they are less likely to use stereotypical traits if their self-image had been threatened by negative feedback (Study 1) or if they had imagined an example of their own immoral activity (Studies 2 and 3). Moreover, our results demonstrate that the fear of invalidity resulting from self-image threat induction is responsible for the foregoing effects (Study 3). These results are discussed in light of theories of motivational readiness and lay epistemics

Social status modulates prosocial behavior and egalitarianism in preschool children and adults

Humans are a cooperative species, capable of altruism and the creation of shared norms that ensure fairness in society. However, individuals with different educational, cultural, economic, or ethnic backgrounds differ in their levels of social investment and endorsement of egalitarian values. We present four experiments showing that subtle cues to social status (i.e., prestige and reputation in the eyes of others) modulate prosocial orientation. The experiments found that individuals who experienced low status showed more communal and prosocial behavior, and endorsed more egalitarian life goals and values compared with those who experienced high status. Behavioral differences across high- and low-status positions appeared early in human ontogeny (4-5 y of age)

Getting what you want: power increases the accessibility of active goals

Power facilitates goal-directed behavior. Two studies, using different types of goals, examined the cognitive mechanisms that underlie this tendency. Participants, primed with power or powerlessness, performed lexical decision tasks that assessed the relative facilitation of goal-relevant constructs during goal striving and after goal attainment. Results showed that during goal striving powerful participants manifested an increased facilitation of goal-relevant constructs compared to other constructs, and this facilitation decreased immediately after goal completion. In contrast, their powerless counterparts showed less facilitation of goal constructs during goal striving and maintained goal accessibility after completion. These results are consistent with the effects of power on goal-directed behavior found in past research

Organizational power predicts decision making quality

The aim of this study was to analyze the link between power and the quality of decision. Participants were 50 employees from an organizational company, consisting of two groups (High-Power, N=24; Low-Power, N=26) based on the organization's hierarchical power position. To evaluate the quality of the decisions, all participants performed tasks involving choice among several alternatives in two separate moments of the same day: in the morning (at the beginning of the workday) and late afternoon (at the end of the workday). Additional subjective measures (fatigue, alertness, effort) and skin conductance were obtained. Results indicated that having high power in the organization was related to making better decisions, over and above the subjective levels of fatigue, alertness, effort, and physiological arousal. No effects of time-of-day were found on the decision making. Consistent with experimental research, having power facilitated decision-making performance in an organizational context

How quickly can you detect it? Power facilitates attentional orienting

This study investigated how power impacts the ability to orient attention across space. Participants were assigned to a high power or control role and then performed a computerised spatial cueing task in which they were required to direct their attention to a target that had been preceded by either a valid or invalid location cue. Compared to participants in the control condition, power-holders were better able to override the misinformation provided by invalid cues. This advantage occurred only at 500 ms stimulus onset asynchrony (SOA), whereas at 1000 ms SOA, when there was more time to prepare a response, no differences were found. These findings are taken to support the growing idea that social power affects cognitive flexibility

Power as Active Self: From Acquisition to the Expression and Use of Power

Philosophers, scientists, policymakers, and the public have questioned about who ascends to power and how power affects the person. This chapter reviews and discusses social–cognitive literature from the last decade or so that examines how dispositions and contextual factors affect the emergence of power and how having power affects the links between dispositions and behavior. Following a process-based perspective that contemplates the cognitive strategies of people in power, a model is proposed of power as a magnifier of the active self—that is, the subset of self-knowledge that is active on a moment-to-moment basis. The active self channels attention and action in line with priorities and plays a key role in action facilitation and goal-directed behavior. The active self is responsive to chronic dispositions, emotions, and current states of the person and to inputs from the environment in a flexible manner. Extant research is integrated based on this model

How long will it take? Power biases time predictions

People tend to underestimate the time it takes to accomplish tasks. This bias known as the planning fallacy derives from the tendency to focus attention too narrowly on the envisaged goal and to ignore additional information that could make predictions more accurate and less biased. Drawing on recent research showing that power induces attentional focus, four studies tested the hypothesis that power strengthens the tendency to underestimate future task completion time. Across a range of task domains, and using multiple operationalizations of power, including actual control over outcomes (Study 1), priming (Studies 2 and 3), and individual differences (Study 4), power consistently led to more optimistic and less accurate time predictions. Support was found for the role of attentional focus as an underlying mechanism for those effects. Differences in optimism, self-efficacy, and mood did not contribute to the greater bias in powerful individuals’ forecasts. We discuss the implications of these findings for institutional decision processes and occupational health

When subjective experiences matter: power increases reliance on ease of retrieval

Past research on power focused exclusively on declarative knowledge and neglected the role of subjective experiences. Five studies tested the hypothesis that power increases reliance on the experienced ease or difficulty that accompanies thought generation. Across a variety of targets, such as attitudes, leisure-time satisfaction, and stereotyping, and with different operationalizations of power, including priming, trait dominance, and actual power in managerial contexts, power consistently increased reliance on the ease of retrieval. These effects remained 1 week later and were not mediated by mood, quality of the retrieved information, or number of counterarguments. These findings indicate that powerful individuals construe their judgments on the basis of momentary subjective experiences and do not necessarily rely on core attitudes or prior knowledge, such as stereotypes