DOI: https://doi.org/10.18524/2413-9998.2017.3(37).123707

Power motivation and power distance reduction theory

Viktoriya Voloshyna

Анотація


Knowledge about hierarchy is diffused, and is apparently rarely applied to the organizational science. While most of the theories have touched on hierarchy at a fundamental level, however, they did so indirectly. Recently, researchers have shown an increased interest in power as a fundamental force in social relations (Sturm and Antonakis, 2015).

The main goal of this research is to make a bridge between two theories: the power distance reduction theory and theory of power motivation. The study has challenged the assumption that the more power people have, the more they strive for power or the higher the power motivation, the more power people strive to acquire.


Ключові слова


hierarchy; power; social distance; power distance reduction theory and theory of power motivation

Повний текст:

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Посилання


Anderson, C. & Galinsky, A. D. (2006). Power, optimism, and risk‐taking. European Journal of Social Psychology, 36 (4), pp. 511-536.

Anderson, C., Hildreth, J. A. D. & Howland, L. (2015). Is the desire for status a fundamental human motive? A review of the empirical literature. Psychological Bulletin, 141 (3), pp. 574-601.

Antonakis, J. & Atwater, L. (2002). Leader distance: A review and a proposed theory. The Leadership Quarterly, 13 (6), pp. 673-704.

Baron, J. N., Davis-Blake, A. & Bielby, W. T. (1986). The Structure of Opportunity: How Promotion Ladders Vary within and among Organizations. Administrative Science Quarterly, 31 (2), pp. 248-273.

Beck, R. S. (1980). Motivation: theories and principles. Egelewood Cliffs. Prentice Hall.

Bruins, J. J. & Wilke, H. A. M. (1993). Upward power tendencies in a hierarchy: Power distance theory versus bureaucratic rule. European Journal of Social Psychology, 23 (2), pp. 239-254.

Blau, P. (1964). Exchange and power in social life. John Wiley and Sons. New York.

Mischel, W., Keltner, D., Gruenfeld, D. H. & Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110 (2), pp. 265-284.

Magee, J. C. & Galinsky, A. D. (2008). Social hierarchy: The Self-Reinforcing nature of power and status. The Academy of Management Annals, 2 (1), pp. 351-398.

McClelland, D. C. (1975). Power. The inner experience. New York, Inc. John Wiley & Sons.

McClelland, D. C. & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67 (6), pp. 737-743.

McClelland, D. C. (1987). Human motivation. Cambridge. Cambridge University Press.

Mulder, M. (1977). The daily power game. Lieden. The Netherlands. Martinus Nijhoff. Social Science Division.

Mulder, M., Veen, P., Hijen, T. & Jansen, P. (1973). On power equalization: a behavioural example of power distance reduction. Journal of Personality and Social Psychology, 26 (2), pp. 151-158.

Mulder, M., Veen, P., Rodenburg, C., Frenken, J. & Tielens, H. (1973). The power distance reduction hypothesis on a level of reality. Journal of experimental social psychology, 9, pp. 87-96.

Mulder, M., Veen, P., Hartsuiker. & Westerduin, T. (1971). Cognitive processes in power equalization. European Journal of Social Psychology, 1 (1), pp. 107-130.

Ng, S.-H. (1977). Structural and nonstructural aspects of power distance reduction tendencies. European journal of social psychology, 7 (3), pp. 317-345.

Ng, S.-H. (1980). The social psychology of power. European association of experimental social psychology. Academic Press.

Napier, B. J. & Ferris, G. R. (1993). Distance in organizations. Human Resource Management Review, 3 (4), p. 321.

Sturm, R. E. & Antonakis, J. (2015). Interpersonal power. Journal of Management, 41 (1), pp. 136-163.

Tiedens, L. Z., Unzueta, M. M. & Young, M. J. (2007). An unconscious desire for hierarchy? the motivated perception of dominance complementarity in task partners. Journal of Personality and Social Psychology, 93 (3), pp. 402-414.

Winter, D. G. (1973). The power motive. London. The Free Press.


Пристатейна бібліографія ГОСТ


  1. Anderson, C. & Galinsky, A. D. (2006). Power, optimism, and risk‐taking. European Journal of Social Psychology, 36 (4), pp. 511-536.
  2. Anderson, C., Hildreth, J. A. D. & Howland, L. (2015). Is the desire for status a fundamental human motive? A review of the empirical literature. Psychological Bulletin, 141 (3), pp. 574-601.
  3. Antonakis, J. & Atwater, L. (2002). Leader distance: A review and a proposed theory. The Leadership Quarterly, 13 (6), pp. 673-704.
  4. Baron, J. N., Davis-Blake, A. & Bielby, W. T. (1986). The Structure of Opportunity: How Promotion Ladders Vary within and among Organizations. Administrative Science Quarterly, 31 (2), pp. 248-273.
  5. Beck, R. S. (1980). Motivation: theories and principles. Egelewood Cliffs. Prentice Hall.
  6. Bruins, J. J. & Wilke, H. A. M. (1993). Upward power tendencies in a hierarchy: Power distance theory versus bureaucratic rule. European Journal of Social Psychology, 23 (2), pp. 239-254.
  7. Blau, P. (1964). Exchange and power in social life. John Wiley and Sons. New York.
  8. Mischel, W., Keltner, D., Gruenfeld, D. H. & Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110 (2), pp. 265-284.
  9. Magee, J. C. & Galinsky, A. D. (2008). Social hierarchy: The Self-Reinforcing nature of power and status. The Academy of Management Annals, 2 (1), pp. 351-398.
  10. McClelland, D. C. (1975). Power. The inner experience. New York, Inc. John Wiley & Sons.
  11. McClelland, D. C. & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67 (6), pp. 737-743.
  12. McClelland, D. C. (1987). Human motivation. Cambridge. Cambridge University Press.
  13. Mulder, M. (1977). The daily power game. Lieden. The Netherlands. Martinus Nijhoff. Social Science Division.
  14. Mulder, M., Veen, P., Hijen, T. & Jansen, P. (1973). On power equalization: a behavioural example of power distance reduction. Journal of Personality and Social Psychology, 26 (2), pp. 151-158.
  15. Mulder, M., Veen, P., Rodenburg, C., Frenken, J. & Tielens, H. (1973). The power distance reduction hypothesis on a level of reality. Journal of experimental social psychology, 9, pp. 87-96.
  16. Mulder, M., Veen, P., Hartsuiker. & Westerduin, T. (1971). Cognitive processes in power equalization. European Journal of Social Psychology, 1 (1), pp. 107-130.
  17. Ng, S.-H. (1977). Structural and nonstructural aspects of power distance reduction tendencies. European journal of social psychology, 7 (3), pp. 317-345.
  18. Ng, S.-H. (1980). The social psychology of power. European association of experimental social psychology. Academic Press.
  19. Napier, B. J. & Ferris, G. R. (1993). Distance in organizations. Human Resource Management Review, 3 (4), p. 321.
  20. Sturm, R. E. & Antonakis, J. (2015). Interpersonal power. Journal of Management, 41 (1), pp. 136-163.
  21. Tiedens, L. Z., Unzueta, M. M. & Young, M. J. (2007). An unconscious desire for hierarchy? the motivated perception of dominance complementarity in task partners. Journal of Personality and Social Psychology, 93 (3), pp. 402-414.
  22. Winter, D. G. (1973). The power motive. London. The Free Press.




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ISSN 2413-9998 (Print)
DOI 10.18524/2413-9998