Abstract
This paper examined (a) the persistence of individuals’ power in teams and (b) the individual- and team-level factors influencing power maintenance and loss in the long-term (i.e., power dynamics). Specifically, and in line with the functional theory of power, we showed that individuals’ state of power in the past exerted a significant behavioral impact on their later state of power, hence, confirming the “power persistence” hypothesis. Furthermore, and in accordance with the conflict theory of power, we found that individuals’ competence positively influenced power above and beyond its persistence. We also showed that individuals’ uncooperative behavior and team performance had a negative and significant effect on individuals’ power above and beyond its persistence. Finally, we discussed the importance of individuals’ power dynamics for effectively managing power struggles in teams.
Highlights
Power is inherent in economic, political, and social interactions influencing the behavior and performance of individuals, teams, and organizations (Keltner et al, 2003; Magee and Galinsky, 2008; Anderson and Brion, 2014; Sturm and Antonakis, 2015; Guinote, 2017)
An increasing number of scholars are studying the outcomes of power, little is yet known about the dynamics of power in organizational settings (Magee and Galinsky, 2008; Anderson and Brion, 2014; Sturm and Antonakis, 2015)
NBA teams are characterized by high levels of reciprocal interdependence (Chen and Garg, 2018), which allows for certain individuals to continuously gain and lose power, allowing us to study the notion of power persistence (Hypothesis 1)
Summary
Power is inherent in economic, political, and social interactions influencing the behavior and performance of individuals, teams, and organizations (Keltner et al, 2003; Magee and Galinsky, 2008; Anderson and Brion, 2014; Sturm and Antonakis, 2015; Guinote, 2017). Two seminal reviews on individuals’ power highlighted the factors that may lead to the development, maintenance, and loss of power (Anderson and Brion, 2014), and suggested a variety of variables that may facilitate or hinder the persistence of power (Magee and Galinsky, 2008). Both of these papers called for more longitudinal research revealing the dynamics of power in applied settings as most of the research reviewed was based on cross-sectional studies performed in laboratories. Extant literature has generally failed to reconcile these conflicting theories (i.e., functional and conflict) because of a dearth in empirical research tackling how individuals may gain, maintain, and lose power in complex organizational settings over time (Anderson and Brion, 2014; Sturm and Antonakis, 2015)
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