Home > Research > Publications & Outputs > Moving closer to reach the top

Associated organisational unit

View graph of relations

Moving closer to reach the top: approach behavior increases one's sense of power

Research output: Contribution to journalJournal articlepeer-review

Published

Standard

Moving closer to reach the top : approach behavior increases one's sense of power. / Smith, Pamela K. ; McCulloch, Kathleen Cameron; Schouwstra, Anja .

In: Social Cognition, Vol. 31, No. 4, 2013, p. 518-529.

Research output: Contribution to journalJournal articlepeer-review

Harvard

APA

Vancouver

Author

Smith, Pamela K. ; McCulloch, Kathleen Cameron ; Schouwstra, Anja . / Moving closer to reach the top : approach behavior increases one's sense of power. In: Social Cognition. 2013 ; Vol. 31, No. 4. pp. 518-529.

Bibtex

@article{02aab7d23afb40e580a7e738d189298e,
title = "Moving closer to reach the top: approach behavior increases one's sense of power",
abstract = "Power holders exhibit more approach behavior than those without power and are even expected by others to do so. We proposed that this strong association between power and approach should make approach behavior a useful cue for perceiving one{\textquoteright}s level of power: If I am approaching things, I must be powerful. Across three experiments, engaging in approach behavior led individuals to feel explicitly (Exp. 1) and implicitly (Exp. 2) more powerful and to feel better suited for high-power jobs (Exp. 3), without affecting conscious affective experiences. Furthermore, the effect was not dependent on specific physical movements; the same movement was psychologically framed as either approach or avoidance and affected participants{\textquoteright} sense of power accordingly (Exp. 1 & 3). Since power itself leads to approach behavior, these results suggest a way power hierarchies may be unintentionally perpetuated or strengthened.",
author = "Smith, {Pamela K.} and McCulloch, {Kathleen Cameron} and Anja Schouwstra",
year = "2013",
doi = "10.1521/soco_2012_1007",
language = "English",
volume = "31",
pages = "518--529",
journal = "Social Cognition",
issn = "0278-016X",
publisher = "Guilford Publications",
number = "4",

}

RIS

TY - JOUR

T1 - Moving closer to reach the top

T2 - approach behavior increases one's sense of power

AU - Smith, Pamela K.

AU - McCulloch, Kathleen Cameron

AU - Schouwstra, Anja

PY - 2013

Y1 - 2013

N2 - Power holders exhibit more approach behavior than those without power and are even expected by others to do so. We proposed that this strong association between power and approach should make approach behavior a useful cue for perceiving one’s level of power: If I am approaching things, I must be powerful. Across three experiments, engaging in approach behavior led individuals to feel explicitly (Exp. 1) and implicitly (Exp. 2) more powerful and to feel better suited for high-power jobs (Exp. 3), without affecting conscious affective experiences. Furthermore, the effect was not dependent on specific physical movements; the same movement was psychologically framed as either approach or avoidance and affected participants’ sense of power accordingly (Exp. 1 & 3). Since power itself leads to approach behavior, these results suggest a way power hierarchies may be unintentionally perpetuated or strengthened.

AB - Power holders exhibit more approach behavior than those without power and are even expected by others to do so. We proposed that this strong association between power and approach should make approach behavior a useful cue for perceiving one’s level of power: If I am approaching things, I must be powerful. Across three experiments, engaging in approach behavior led individuals to feel explicitly (Exp. 1) and implicitly (Exp. 2) more powerful and to feel better suited for high-power jobs (Exp. 3), without affecting conscious affective experiences. Furthermore, the effect was not dependent on specific physical movements; the same movement was psychologically framed as either approach or avoidance and affected participants’ sense of power accordingly (Exp. 1 & 3). Since power itself leads to approach behavior, these results suggest a way power hierarchies may be unintentionally perpetuated or strengthened.

U2 - 10.1521/soco_2012_1007

DO - 10.1521/soco_2012_1007

M3 - Journal article

VL - 31

SP - 518

EP - 529

JO - Social Cognition

JF - Social Cognition

SN - 0278-016X

IS - 4

ER -