权利与领导自利行为.ppt

Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information --Journal of Experimental Social Psychology SOME KEY WORDS Leader power：领导者权力 Leader self-serving behavior：领导者自利行为 Leader group-serving behavior ：领导者为组织服务的行为 Effective leadership beliefs（ ELBs ）:有效的领导信念 Performance information ：绩效信息 ABSTRACT OF THE PAPER 研究目的：领导者权力在决定领导者自利行为中扮演的角色 假设：基于对领导者行为决定因素和权力形象理论相关研究的整合，作者假设越高层领导者的自利行为将更多被内在因素决定如有效的领导信念所决定，更少的被外在因素如绩效信息所影响。 研究方法：两个实验（study 1，study 2） 结论：领导者利己还是利他行为并不是因为他们的权力本身，而是因为权力决定了内部信仰因素和外部因素对领导者利己还是利他行为的影响程度 STRUCTURE OF THE PAPER Introduction Literature review Experimental design (study1,study2) Results Discussion and implications Conclusion Introduction 研究背景：当纳税人在尽力避免企业破产时一些管理者仍拿高奖金且任意挥霍钱财。如John Thain，一家企业的CEO当企业在裁员和银行追债的情况下花了$ 1.2 Million装修他的办公室。 提出观点：we propose that power should moderate the extent to which leader self-serving versus group-serving behavior is contingent on effective leadership beliefs or on performance information.权力会调节有效的领导信念和绩效信息对领导者利己还是利他行为影响的程度。 Literature review Leader self-serving behavior and power The power-approach theory (Keltner et al., 2003) suggests that power has wide-ranging psychological and behavioral consequences by fundamentally transforming the way individuals perceive the world, others, and themselves.权力影响理论表明权力对个体有广泛的心理和行为影响，会从根本上改变个人对世界、他人和自我的看法。 First, the powerful, in contrast to their low power counterparts, seem to behave more in line with internal (temporary and chronic) preferences, feelings, and beliefs (Keltner et al., 2003). 权力大的领导者比起权力小的领导者更倾向于受自我偏好，感觉和信仰的支配。 Second, high power individuals may react to a lesser extent to social norms, others‘ evaluations, and contextual cues than low power Individuals. 位居高权的人相对于低权的人对社会准则、他人的看法和环境因素反应程度小很多。 缺陷：领导者在什么情况下选择依赖他们的信仰还是绩效信息并不明确 观点：不同领导者职位的权力变更会在他们分配资源时影响他们倾向于受内在因素（如有效的领导信念）的影响还是外在因素（如绩效信息）的影响。 Literature review Leader self