Journalartikel

Jahr der Veröffentlichung: 2020

Seiten: 115-128

Zeitschrift: Organizational Behavior and Human Decision Processes

Bandnummer: 157

ISSN: 0749-5978

eISSN: 1095-9920

Open Access Status: Green

DOI Link: https://doi.org/10.1016/j.obhdp.2020.01.005

Verlag: Elsevier

Abstract: 
Although previous research has identified various beneficial consequences of power sharing, less research has examined antecedents of leaders' power sharing. To address this gap, across five studies, the present research identifies important social and psychological barriers to leaders' power sharing. Studies la, lb, and 2 demonstrate that the instability of a leader's power position undermines his or her power sharing. Study 3 then demonstrates that distrust acts as a key psychological mechanism that can explain this relationship. Then, in Study 4, we distinguish between two dimensions of distrust and examine the moderating role of subordinates' seniority. We show that subordinates' seniority moderates the indirect association between power instability and power sharing, via benevolence and ability distrust, such that this indirect relationship is more pronounced for relatively senior (compared to junior) subordinates. Overall, our findings provide valuable insights into when, why, and with whom leaders are more or less willing to share their power.

Harvard-Zitierstil: Feenstra, S., Jordan, J., Walter, F. and Stoker, J. (2020) Antecedents of leaders' power sharing: The roles of power instability and distrust, Organizational Behavior and Human Decision Processes, 157, pp. 115-128. https://doi.org/10.1016/j.obhdp.2020.01.005

APA-Zitierstil: Feenstra, S., Jordan, J., Walter, F., & Stoker, J. (2020). Antecedents of leaders' power sharing: The roles of power instability and distrust. Organizational Behavior and Human Decision Processes. 157, 115-128. https://doi.org/10.1016/j.obhdp.2020.01.005