2. Is it lonely at the top?: The independence and interdependence of power holders

By Fiona Lee, Larissa Z. Tiedens. 2001

176 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7b8b43aede306cf8d3e6dc2fd7c505e446071f2d

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Citations in the corpus

Power Increases Social Distance (2012, background): “…on the effect of power on social relationships, it is surprising that no empirical research has been conducted to study the effect of power on what is perhaps the most fundamental characteristic of all interpersonal relationships, namely, the degree of social distance (Lee & Tiedens, 2001).”
How power corrupts relationships: Cynical attributions for others' generous acts (2012, background): “Overall, we provide a causalmodel demonstrating that one driving factor behind the “loneliness at the top” phenomenon (Lee & Tiedens, 2001) is power-holders' cynical interpretation of others' kind acts, which then inhibit relationship-building responses.”
Followership, leadership and social influence (2013, background): “…some of these in a later section), but in an effort to hew closely to the SIT framework and the literature on social influence and power, here we choose to highlight one key leader characteristic that is central to the power literature; dependence (French & Raven, 1959; Lee & Tiedens, 2001).”
Relational Job Design and the Motivation to Make a Prosocial Difference (2007, background): “This presents an “optimal distinctiveness” challenge to strike a balance between fitting in and standing out (Brewer, 1991; see also Lawrence & Nohria, 2002; Lee & Tiedens, 2001; Meyerson & Scully, 1995).”
Power, stability of power, and creativity (2011, background): “…1978), and derives from a variety of power bases, such as someone’s position in the hierarchy within a group or organization, or the possession of valuable resources, such as knowledge and expertise (French & Raven, 1958; Lee & Tiedens, 2001; Podsakoff & Schriescheim, 1985; Yukl & Falbe, 1991).”
Workplace gossip and frontline employees’ proactive service performance (2019, background): “…interdependence and affiliation are perceived to be less important (Hofstede, Hofstede, & Minkov, 2010), our findings related to gossip may not be as strong because Western people are relatively independent and are more likely to ignore others (Lee & Tiedens, 2001; Wu, Yim, Kwan, & Zhang, 2012).”
Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010, background): “Classic research from Whyte (1943) and more recent work from Lee and Tiedens (2001) suggest that interdependence and independence are critical variables that alter the autonomy and influence of those with power.”
Stakeholder Relationship Bonds (2016, unknown): “In a variety of settings, scholars in social psychology have established that power in a VC 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies relationship stems, in part, from perceptions of asymmetric interdependence (Lee and Tiedens, 2001).”
You focus on the forest when you're in charge of the trees: power priming and abstract information processing. (2006, background): “In this way, feeling dependent on others is associated with being powerless, and feeling independent from others is associated with being powerful (Lee & Tiedens, 2001; Overbeck & Park, 2001).”
Power and consumer behavior: How power shapes who and what consumers value (2012, background): “Another important domain in which the agentic versus communal orientation might shed light on human behavior is social network formation and sustainability, and the transmission of information through and across people (see also Lee & Tiedens, 2001).”
Power increases dehumanization (2011, background): “Second, the powerful also tend to be more psychologically closed to other people (Anderson, Keltner, & John, 2003; Cast, 2003; Lammers, Gordijn, & Otten, 2008) and keep more interpersonal distance from others (Lammers, Galinsky, Gordijn, & Otten, 2010; Lee & Tiedens, 2001).”
The future of distributed leadership (2008, background): “The reality, by contrast, is dualistic in that “power holders have independent self construals and interdependent relational structures” ( Lee and Tiedens, 2001”
Work-to-Family Spillover Effects of Workplace Ostracism: The Role of Work-Home Segmentation Preferences (2013, unknown): “Research has indicated that interdependence (inter-dependent self-construal) strengthens the relationship between ostracism and negative consequences (Lee & Tiedens, 2001).”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “First, they perceive a low power status in relation to their supervisors, which makes them fearful for their safety (Lee & Tiedens, 2001).”