Arbeidspsychologie thema 3 deel 2

Fear of power loss → …

more self-serving leadership behavior.

However, this relationship was particularly strong when: Fear of power loss + competitive climate → …

substantially more self-serving behavior 

Increase the perceived stakes of losing power

In a “winner-takes-all” environment, losing one’s position may feel especially damaging because only the strongest performers are rewarded. 

Competitive environments may cause leaders to focus more strongly on outcomes rather than the process used to achieve them

This could encourage leaders to take shortcuts or prioritize personal success over the interests of their employees. 

Leaders may adopt a tit-for-tat mentality

If they believe that others are competing against them and trying to improve their own position at their expense, they may feel justified in responding in a similarly self-interested way. 

Psychological power → … → …

greater perceived incivility, abusive leader behavior.

… does not automatically turn every leader into an abusive leader.

psychological power

… differences influence how people respond to feeling powerful. 

individual personality

abusive leadership and perceived incivility can …

vary from day to day.

leaders may behave more or less abusively depending on their …

current psychological state.

situational experiences of power can temporarily increase the likelihood of …

negative behavior.

Negative leadership behavior can have consequences for …

the person who displays it.

Leaders who behave abusively may ultimately experience …

less psychological fulfillment and have greater difficulty disengaging from work. 

Organizations should not only protect employees from abusive leadership but should consider the well-being of leaders themselves. Because abusive behavior was associated with reduced relaxation at home and lower need fulfillment, organizations could provide opportunities that help leaders disengage from work. 

Examples include: 

• regular breaks during the workday; 

• opportunities to disconnect from work; 

• mindfulness practices; 

• support for psychological recovery; 

• opportunities for reflection and self-regulation