Organizational Preferences and Their Consequences

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A functional model of hierarchy (2011, background): “As a result, they tend to be self-reinforcing (Magee & Galinsky, 2008) despite concerted efforts to attenuate their steepness by making the distribution of power and status more egalitarian (Gruenfeld & Tiedens, 2010).”
The destructive nature of power without status. (2012, background): “, respect and admiration) represent fundamental dimensions of social hierarchy (Magee andGalinsky, 2008; see also Fiske, 2010;Gruenfeld and Tiedens, 2010).”
When Hierarchy Wins (2012, background): “Indeed, differential access to valued resources is a near-universal phenomenon in groups and organizations (Gould, 2002; Gruenfeld & Tiedens, 2010).”
The functions and dysfunctions of hierarchy (2010, background): “There have also been excellent reviews of the hierarchy literature more recently (Gruenfeld & Tiedens, 2010; Keltner et al., 2008; Magee & Galinsky, 2008), though these did not focus primarily on the effects of hierarchy on group and organizational functioning.”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “By enabling promotion, differentiated compensation, and intangible status symbols (e.g., job titles), power dispersion in teams serves as a formal reward structure motivating individual members to excel at work and engage in extra-role behaviors (Halevy et al., 2011; Gruenfeld & Tiedens, 2010).”