Antecedents of leaders' power sharing: The roles of power instability and distrust

  title={Antecedents of leaders' power sharing: The roles of power instability and distrust},
  author={Sanne Feenstra and Jennifer Jordan and Frank Walter and Janka I. Stoker},
  journal={Organizational Behavior and Human Decision Processes},
Gain or loss: the double-edged effect of empowering leadership on employees’ innovative behaviours
Purpose Empowering leadership is often considered unequivocally positive for employees, but recent studies have shown that this ostensibly straightforward effect is more complex. The dual facets of
Empowering leadership: employee-related antecedents and consequences
We develop a theoretical model of empowering leadership that integrates role-based views of followership and social information processing theory and adds a reciprocal component to research on
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors
Due to the COVID-19 crisis, managers and employees in many organizations suddenly are forced to work from home. Although working from home (WFH) is not a new phenomenon, it is new in its current
Complexity Relationship between Power and Trust in Hybrid Megaproject Governance: The Structural Equation Modelling Approach
The role and effect of hybrid governance on complex network projects, such as urban rail transit projects, is explored and a higher level of power sharing is associated with better hybrid governance performance, generalizable to other projects with complicated organizational and network relationships.


Implicit Theories of Organizational Power and Priming Effects on Managerial Power‐Sharing Decisions: An Experimental Study1
Over 60 years of research on participative leadership has documented the many benefits of power sharing in organizations. However, a common obstacle to power sharing is the unwillingness of those
The essential tension between leadership and power: when leaders sacrifice group goals for the sake of self-interest.
  • J. Maner, N. Mead
  • Psychology
    Journal of personality and social psychology
  • 2010
Five experiments identified factors within both the person and the social context that determine whether leaders wield their power to promote group goals versus self-interest and provide important insight into factors that influence the way leaders navigate the essential tension between leadership and power.
Serving the Self From the Seat of Power
Why do some leaders use their position to amass personal prestige and resources, and others to benefit the team, the organization, or society? This article synthesizes new, cross-disciplinary
Relationships of participative leadership with relational demography variables: a multi-level perspective
Relationships of participative leadership with relational demography variables (age, tenure, education, and gender) were explored in an integrated model, combining the ALS (Average Leadership Style)
Divide and conquer: when and why leaders undermine the cohesive fabric of their group.
Four experiments supported the hypothesis that, when they perceive their power to be threatened, leaders create divisions among their subordinates in order to protect their power and reduce threats posed by potential alliances among those subordinates and shed light on factors that may undermine positive social processes within groups.
Relationship orientation as a moderator of the effects of social power.
Overall, the data support taking a Person x Situation approach--one that allows for moderators such as relationship orientation--to understand power's positive and negative effects.
Holding onto power : Effects of powerholders' positional instability and expectancies on interactions with subordinates
This study explores the effects of power, positional threat, and expectancies on interactions between powerholders and subordinates. Two hundred and forty-two participants were randomly assigned to
The Good Life of the Powerful
The pervasive positive psychological effects of having power are demonstrated, and the importance of spreading power to enhance collective well-being is indicated, by establishing the causal importance of authenticity.
When the Boss Feels Inadequate
Findings suggest that (a) power paired with self-perceived incompetence leads to aggression, and (b) this aggressive response is driven by feelings of ego defensiveness.
Social Psychological Perspectives on Power in Organizations
Organizations are characterized by limited resources, conflicting interests, and task interdependencies, which make them rife with political activity. To understand organizational behavior, then, one