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Perception of managers’ influence depending on status, power, and company performance
Author(s) -
Agut Sonia,
Hernández Blasi Carlos,
Lozano Nomdedeu Francisco A.
Publication year - 2019
Publication title -
scandinavian journal of psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.743
H-Index - 72
eISSN - 1467-9450
pISSN - 0036-5564
DOI - 10.1111/sjop.12567
Subject(s) - psychology , perception , dominance (genetics) , social psychology , power (physics) , assertiveness , social status , context (archaeology) , social power , politics , political science , paleontology , biochemistry , chemistry , physics , quantum mechanics , neuroscience , biology , law , gene
This research examines others’ perception of the influence of managers working in successful or unsuccessful companies who possess or lack status (to be respected by others) and power (control of valued resources). Study 1 shows that high‐status managers were judged as more influential in the firm than their low‐status peers, regardless of the company's situation. Study 2 finds that in a context of economic uncertainty, a manager with high status and power is perceived to be more capable of affecting the firm. The effect of power seems to be secondary since when a manager has low status, having high power does not significantly benefit the influence attributed to him or her. Furthermore, dominance (assertive behavior), not warmth, mediated the relationship between status and the attributed influence. Overall, these findings confirm that status is a very potent source of social influence, status and power are distinct constructs with different effects, and dominance rather than warmth is a key personal dimension linked to successful leadership.