Motivations Underlying Power Dynamics in Hierarchically Structured Groups

Abstract

The authors studied tendencies to change power differences with others in hierarchically structured groups. Specifically, they contrasted predictions from two theories based on a power motive approach that have recently inspired power dynamics research. Social comparison theory predicts that people want to be somewhat more powerful than comparison others. A competing prediction from power distance theory is that people are more inclined to further increase their power, the more power they have already. In an experiment, 79 students participated in a decision-making task in a hierarchical group. They advised their subordinates and received advice from their superiors. Subsequently, they indicated their preferred changes in power differences. Social comparison theory was mostly supported: Participants mainly wanted slight power superiority over comparison others. The discussion focuses on implications for various theories in the field, such as expectation states theory, and on understanding behavior aimed at improving or securing power positions in hierarchical groups.