 Power motivates interpersonal connection following social exclusionJayanth Narayanan, Kenneth Tai and Zoe Kinias Organizational Behavior and Human Decision Processes, 2013, vol. 122, issue 2, 257-265 Abstract: Research has systematically documented the negative effects of social exclusion, yet little is known about how these negative effects can be mitigated. Building on the approach-inhibition theory of power (Keltner, Gruenfeld, & Anderson, 2003), we examined the role of power in facilitating social connection following exclusion. Four experiments found that following exclusion, high power (relative to low power) individuals intend to socially connect more with others. Specifically, following exclusion, individuals primed with high power sought new social connections more than those primed with low power (Studies 1–4) or those receiving no power prime (Study 1). The intention to seek social connection as a function of power was limited to situations of exclusion, as it did not occur when individuals were included (Studies 3 and 4). Approach orientation mediates the effect of power on intentions to connect with others (Studies 2 and 4). Keywords: Power; Social exclusion; Ostracism (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:122:y:2013:i:2:p:257-265 DOI: 10.1016/j.obhdp.2013.08.006 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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