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The psychological consequences of power on self-perception: implications for leadership

Benjamin G. Voyer (ESCP Europe, London, UK and Institute of Social Psychology, London School of Economics and Political Science, London, UK)
Bryan McIntosh (Richmond University, London, UK and Division of Women's Health, School of Medicine, King's College, London, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 23 September 2013

3509

Abstract

Purpose

The purpose of this paper is to explore theoretical connections between the cognitive consequences of power on self-perception and the behaviours of leaders.

Design/methodology/approach

A systematic literature review was carried out to investigate the psychological consequences of power in terms of self-perception, perspective taking abilities, emotions and behaviours. The literature reviewed is further integrated in a theoretical model, and a series of propositions suggesting a relation between power, perspective taking, self-construal and leadership are introduced.

Findings

This paper argues that power creates both temporary and enduring cognitive changes that transform the way individuals assimilate and differentiate their self from others. This transforms the way individuals in power behave as leaders, as well as followers. Individuals’ self-construal and perspective taking seem to play a mediating role in determining the behaviours of powerful and powerless individuals. This relation is moderated by organizational culture and structure, as well as personality traits.

Research limitations/implications

Further research is needed to test these propositions, including the existence of cross-cultural differences in the power – self-construal relation, and the consequences of holding different types of power on an individual's self-construal. For employees and consultants working in organizational development and organizational change, understanding the potential consequences of power in terms of self-perception will improve the understanding of promoting individuals to higher positions. The present research also bears implications for scholars interested in understanding cross-cultural and gender differences in leadership.

Originality/value

This conceptualization of self-construal as an interface between power and leadership reconcile the individual dynamics of trait theories of leadership and the environmental positions of situational theories of leadership. The paper discusses elements considered critical for design of leadership programs in the workplace, professional development and programs to shape the design of leadership.

Keywords

Acknowledgements

The authors would like to thank Bradley Franks, Tom Reader, Peter B. Smith and Andy Wells for their constructive feedback on a previous version of this manuscript. The authors also gratefully acknowledge comments and feedback from the editor and the anonymous reviewer during the review process.

Citation

G. Voyer, B. and McIntosh, B. (2013), "The psychological consequences of power on self-perception: implications for leadership", Leadership & Organization Development Journal, Vol. 34 No. 7, pp. 639-660. https://doi.org/10.1108/LODJ-10-2011-0104

Publisher

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Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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