Power that Builds others and Power that Breaks: Positional Power, Personal Power, and Humility.

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  • Author(s): Yoon, David J.
  • Source:
    Academy of Management Annual Meeting Proceedings; 2016, Vol. 2016 Issue 1, p1-1, 1p
  • Additional Information
    • Abstract:
      Building on the approach/inhibition theory of power, I examine the roles of positional and personal power on interpersonal helping and harming in workplace dyads. Results from a field study in daycare centers showed that legitimate power (a dimension of positional power) was positively associated with harming. In contrast, personal power--referent power and expert power-- was positively associated helping and was negatively associated with harming. Referent power was a stronger predictor of both helping and harming for individuals with low humility than those with high humility. Coercive power was a stronger predictor of harming for individuals with high humility than those with low humility. Individuals with high hierarchical authority generally engaged in more harming than those with low hierarchical authority. [ABSTRACT FROM AUTHOR]
    • Abstract:
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