The use and abuse of power: Multiple perspectives on the causes of corruption.

By Annette Y. Lee-Chai, John A. Bargh. 2001

207 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/177d89aac7b260c4dcd96ffb047819c03b7d7840

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Citations in the corpus

The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, background): “The same year, 2001, a number of other treatments and extensions of the theory were published, one focusing on emergent leadership (Hogg 2001b) and two relating it to analyses of power (Hogg, 2001c; Hogg & Reid, 2001).”
Servant Leadership: A Review and Synthesis (2011, background): “More recently, the positive use of power is elaborately dealt with in a study by Frieze and Boneva (2001), who described the helping power motivation.”
The psychology of system justification and the palliative function of ideology (2002, background): “Subscribing to a meritocratic ideology serves to increase the confidence and the esteem of those who are privileged and to ease their consciences (Chen & Tyler, 2001; Montada, Schmitt, & Dalbert, 1986).”
You focus on the forest when you're in charge of the trees: power priming and abstract information processing. (2006, background): “In this way, the most prototypical members of a group may also be the group’s most distinct members (Hogg & Reid, 2001). stimuli viewed in an abstract manner are categorized at a more superordinate, inclusive level.”
Political Psychology in the Digital (mis)Information age: A Model of News Belief and Sharing (2020, background): “The relationship with Presidential approval suggests that identity leadership (Hogg & Reid, 2001) might motivate people to believe fake news (i.e. the tendency of individuals to take cues for beliefs and actions from leaders of their identified groups).”
Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice (2014, methodology): “First, people generally view hierarchical roles as merit-based (e.g., Adams, 1965; Chen & Tyler, 2001), and therefore expect and demand that role occupants possess elevated abilities relative to others.”