Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information

By D. Rus, D. van Knippenberg, B. Wisse. 2010

97 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/af1d549778a39ff109c10758347ca3bf1f15ad8c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Melissa J. Williams
2. B. Wisse
3. Ed Sleebos
4. D. van Knippenberg

In Social Psychology

1. Melissa J. Williams
2. B. Wisse
3. Ed Sleebos
4. D. van Knippenberg

In Sociology and Political Science

1. Melissa J. Williams
2. B. Wisse
3. Ed Sleebos

Citations in the corpus

• Serving the Self From the Seat of Power (2014, background): “Similarly, Rus, van Knippenberg, and Wisse (2010a) found that when participants were told that their performance fell below that of other team members, being placed in a position of power over those team members caused participants to allocate more of the group’s performance points to themselves.”
• When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams (2016, background): “Moreover, other studies have shown that powerful leaders acted more selfishly when they held self-serving effective leadership beliefs than when they endorsed group-serving effective leadership beliefs, whereas such effects were absent for less powerful leaders (Rus et al., 2010).”