Perception of managers’ influence depending on status, power, and company performance
Impacto
Scholar |
Otros documentos de la autoría: Agut, Sonia; Hernández Blasi, Carlos; Lozano Nomdedeu, Francisco Alejandro
Metadatos
Mostrar el registro completo del ítemcomunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8034
comunitat-uji-handle3:10234/8637
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INVESTIGACIONMetadatos
Título
Perception of managers’ influence depending on status, power, and company performanceFecha de publicación
2019-07-29Editor
WileyISSN
0036-5564; 1467-9450Cita bibliográfica
Agut, S., Hernández Blasi, C. & Lozano Nomdedeu, F. A. (2019). Perception of managers’influence depending on status, power, and company performance. Scandinavian Journal of Psychology, 60,484–491.Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
https://onlinelibrary.wiley.com/doi/10.1111/sjop.12567Versión
info:eu-repo/semantics/publishedVersionPalabras clave / Materias
Resumen
This research examines others’perception of the influence of managers working in successful or unsuccessful companies who possess or lack status (to berespected by others) and power (control of valued resources). Study ... [+]
This research examines others’perception of the influence of managers working in successful or unsuccessful companies who possess or lack status (to berespected by others) and power (control of valued resources). Study 1 shows that high-status managers were judged as more influential in thefirm thantheir low-status peers, regardless of the company’s situation. Study 2finds that in a context of economic uncertainty, a manager with high status and poweris perceived to be more capable of affecting thefirm. The effect of power seems to be secondary since when a manager has low status, having high powerdoes not significantly benefit the influence attributed to him or her. Furthermore, dominance (assertive behavior), not warmth, mediated the relationshipbetween status and the attributed influence. Overall, thesefindings confirm that status is a very potent source of social influence, status and power aredistinct constructs with different effects, and dominance rather than warmth is a key personal dimension linked to successful leadership. [-]
Publicado en
Scandinavian journal of psychology, 2019, vol. 60, núm. 5, p. 484-491Proyecto de investigación
This research was partially supported by a grant from the Spanish Ministryof Health, Social Services, and Equality and the European Social Fund(2011-0004-00014)Derechos de acceso
http://rightsstatements.org/vocab/InC/1.0/
info:eu-repo/semantics/openAccess
info:eu-repo/semantics/openAccess
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