An experimental examination of social contexts and the use of power in a Chinese sample
Document Type
Journal article
Source Publication
Journal of Social Psychology
Publication Date
12-1-2005
Volume
145
Issue
6
First Page
645
Last Page
661
Publisher
Psychology Press
Keywords
China, Cooperation and competition, Leadership, Power
Abstract
Researchers have considered power as a largely corrupting force in organizations. In the present experiment, the authors used the theory of cooperation and competition to investigate the effects of social context on power use in a sample of Chinese participants. The present results support the reasoning that high power compared to low power provides the capacity to assist employees and that cooperative, but not competitive, goals facilitate the motivation of managers to use their power to support employees and to develop managerial conclusions that employees are capable and appreciative. These results suggest limitations to traditional organizational power theories that assume a competitive context between the powerful and those subject to power. Cooperative goals appear to be an important basis for developing the positive face of power in organizations in China and perhaps in other cultures as well.
DOI
10.3200/SOCP.145.6.645-662
Print ISSN
00224545
E-ISSN
19401183
Publisher Statement
Copyright © 2005 Taylor & Francis
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Tjosvold, D., Sun, H. F., & Wan, P. (2005). An experimental examination of social contexts and the use of power in a Chinese sample. Journal of Social Psychology, 145(6), 645-661. doi: 10.3200/SOCP.145.6.645-662