Department of Work and Organizational Psychology, University of Neuchatel, Neuchatel, Switzerland.
J Pers Soc Psychol. 2009 Nov;97(5):835-50. doi: 10.1037/a0016234.
The goal of the present research was to investigate whether high or low power leads to more interpersonal sensitivity and what potentially mediates and moderates this effect. In Study 1, 76 participants in either a high- or low-power position interacted; in Study 2, 134 participants were implicitly primed with either high- or low-power or neutral words; and in Study 3, 96 participants were asked to remember a situation in which they felt high or low power (plus a control condition). In Study 4, 157 participants were told to identify with either an egoistic, empathic, or neutral leadership style. In all studies, interpersonal sensitivity, defined as correctly assessing other people, was then measured using different instruments in each study. Consistently, high power resulted in more interpersonal sensitivity than low power. Feeling respected and proud was partially responsible for this effect. Empathic power as a personality trait was related to more interpersonal sensitivity, and high-power individuals who adopted an empathic instead of an egoistic leadership style were more interpersonally sensitive.
本研究旨在探讨高权力或低权力是否会导致更高的人际敏感性，以及哪些因素可能起到中介或调节作用。在研究 1 中，76 名参与者分别处于高权力或低权力地位进行互动；在研究 2 中，134 名参与者被内隐地用高权力或低权力或中性词进行启动；在研究 3 中，96 名参与者被要求回忆他们感到高权力或低权力的情境（加上控制条件）。在研究 4 中，157 名参与者被要求认同自我中心、共情或中性的领导风格。在所有研究中，人际敏感性，即正确评估他人的能力，都使用了不同的工具进行测量。一致的是，高权力比低权力导致更高的人际敏感性。感到被尊重和自豪在一定程度上解释了这一效应。共情权力作为一种人格特质与更高的人际敏感性有关，而采用共情而非自我中心的领导风格的高权力个体则更具人际敏感性。
