Abstract
AbstractA large number of authors have observed that the experience of power increases behavioral approach tendencies. There are however some important unresolved problems. Predominantly, the literature relies on lab manipulations, priming, and student populations. This has resulted in low face validity. Also, it is unclear what process underlies this effect. A large‐scale survey (N = 3082) reliably measures power among real low‐ and high‐power employees in existing organizations and finds strong support for the effect of power on behavioral approach. Consistent with expectations, this effect is mediated by increased access to resources. We also discuss findings that suggest the shape of this power‐approach effect might be quadratic. Copyright © 2009 John Wiley & Sons, Ltd.
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