Week 3 - Power

Question 1

What are two very influential types of leadership?

Answer 1

Transactional leadership

Transformational leadership

Question 2

What is transactional leadership?

Answer 2

Transactional leadership is focussed on motivating people with rewards and punishments. Trump is a good example of someone who uses this type of leadership, because he uses rewards and punishments to get people to do what he wants.

Question 3

What is management by exception? And to what leadership style does it belong?

Answer 3

Management by exception belongs to transactional leadership. The management will not deal with lower management problems as long as everything is going fine, meaning if lower levels are meeting the standards they need to meet. The idea is that higher management is only involved when it’s something a lower level manager cannot solve. There are two variations:
o Active: Corrective action – anticipation
o Passive: Corrective action – after problems

Question 4

What is transformational leadership?

Answer 4

This type of leadership is not about carrots and sticks, this is about ideals and trying to motivate and inspire people to do the same or share the same vision. These leaders want to change the world and want to inspire their followers to help transform the world.

Question 5

What are the 4 characteristics of transformational leadership?

Answer 5

• Idealized influence (charisma)
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration

Question 6

How do these types of leadership relate to the two types of motivation from week 2?

Answer 6

• Transformational leadership – Social identity motivation (Ellemers)
• Transactional leadership – Self-determination motivation (Gagné & Deci)

It’s not a 1:1 link, but the two types of motivation will be used more or less by the two types of leaders.

Question 7

What is power (lecture)?

Answer 7

Power = asymmetric control over valued resources in social relationships.

Question 8

Keltner talks about the determinants and consequences of power.

Which types of determinants does he distinguish?

Answer 8

• Individual variables
• Dyadic variables
• Within-group variables
• Between group variables

Question 9

Keltner talks about the determinants and consequences of power.

Which consequences does he distinguish, and to what level of power do they relate?

Answer 9

• Approach (high power)

- Inhibit (low power)

Question 10

Power leads to…?

Answer 10

ACTION

Question 11

Wat is power, according to Keltner (3.2, Power, approach, and inhibition)

Answer 11

An individual’s relative capacity to modify others’ states by providing or withholding resources or administering punishments

Question 12

Why does power lead to action, according to Galinksy et al. (3 reason)

Answer 12

1. Powerful people are less dependent on others than others are on them, and therefore encounter fewer constraints.
2. Power activates the behavioural approach system, whereas powerlessness activates behavioural inhibition. This leads to:
   a. More positive, less negative affect
   b. More extraversion
   c. Higher sensitivity to (acquiring) rewards
   d. Decreased sensitivity to threats
3. People with people tend to show lower levels of deliberation, which increases the propensity to act.

Question 13

In their third experiment, Galinksy et al used 2 social dilemma’s to show power leads to action. Which were these, what is their problem and what were the results?

Answer 13

1. Commons dilemma, problem of consumption (like a fishing pond). How much do you take, how much do you leave for next fishing trips. High-power people took more from the shared resource.
2. Public-goods dilemma, problem of contribution. If no one contributes, a shared resource may be depleted soon or others pay the cost (public radio). In this situation too, powerful people take more action (give more money).

Question 14

What is the metamorphic model of power?

Answer 14

Kipnis examined the thesis that power corrupts. Powerful managers (those who control resources such as pay increase) make more attempts to influence their subordinates than managers who do not have such power. As a consequence, powerful managers value subordinates’ performance less, attribute subordinates’ efforts to their own control, and desire greater distance from subordinates.

Question 15

What is the power vigilance hypothesis?

Answer 15

High-power individuals are more likely to stereotype others than are low-power individuals (in part because they are less attentive to others). Holding power thus affects social attention.

Question 16

According to Keltner, higher power activates approach-related behaviour, for two reasons. Which are these?

Answer 16

I. Power is correlated with increased resources (rewards = approach).
II. The experience of power involves the awareness that one can act at will without interferences.

Question 17

According to Keltner, what is the relationship between level of power and affect?

Answer 17

Elevated power increases the experience and expression of positive affect

Reduced power increases the experience and expression of negative affect

Question 18

According to Keltner, what is the effect of perceived threat on the powerful and the powerless?

Answer 18

H25. When power is threatened, this leads to more negative feelings, careful attention to others, systematic cognition, and inhibited behaviour for the powerful.

H26. Threats to the power structure give legitimacy and esteem to minority group positions, thus encouraging speaking out as well as other politically relevant approach behaviours.

Question 19

What is accountability and what is its effect on power?

Answer 19

Accountability is the sense that your actions are personally identifiable and subject to the evaluation of others.

H27. To the extent that high-power people are accountable, their affect, cognition, and behaviour will shift toward a pattern of increased inhibition.