Leader power, power stability, and interpersonal trust
Publication date
2019-03-20
Authors
Mooijman, Marlon
van Dijk, Wilco W
van Dijk, Eric
Ellemers, Naomi
Editors
Advisors
Supervisors
Document Type
Article
Metadata
Show full item recordCollections
License
Abstract
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 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.
Keywords
Distrust, Power-loss concerns, Taverne
Citation
Mooijman, M, van Dijk, W W, van Dijk, E & Ellemers, N 2019, 'Leader power, power stability, and interpersonal trust', Organizational Behavior and Human Decision Processes, vol. 152, pp. 1-10. https://doi.org/10.1016/j.obhdp.2019.03.009