סמינר בהתנהגות ארגונית

Nir Halevy, Stanford University

Power and interdependence are inherently interwoven, yet prevailing conceptualizations of power emphasize the individuating, liberating and distancing effects of power. To address this puzzle, we develop and test the Dual Concern Model of Power, which posits that structural and psychological power fuel two motivational forces—concern for self and concern for others— which function as two complementary pathways to managing others’ interdependence. Four studies investigated hypotheses derived from our model concerning the relations among structural and psychological power, behavioral approach, interpersonal responsiveness, and intervention in others’ conflicts. Study 1 surveyed hundreds of scientists about their interventions in authorship conflicts among fellow lab members. Consistent with the model’s predictions, structural power increased third parties’ intervention in others’ authorship conflicts. Studies 2-4 unpacked this overall effect using both mediation and moderation, providing convergent evidence for the psychological mechanisms underlying the effect of structural power on third party intervention in organizational conflict. Our model and empirical findings, which replicated across different samples and using diverse methodologies, provide an alternative portrait of power holders as socially engaged organizational actors who actively manage other organizational members’ interactions and relationships, and explain why and how power facilitates third party intervention in organizational conflicts.