Powerful perceivers, powerless objects: Flexibility of powerholders’ social attention☆

By Jennifer R. Overbeck, Bernadette Park. 2006

255 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c8a323afd841c60be6af4ea03ec4bb930cef1680

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Citations in the corpus

Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “Thus, people in high-power situations pay attention to the individuating features of low-power others to the extent that those others can help the powerful fulfill their goals (Overbeck & Park, 2006).”
Power increases dehumanization (2011, unknown): “…Fiske, 1993; Goodwin, Gubin, Fiske, & Yzerbyt, 2000; Goodwin, Operario, & Fiske, 1998; Gruenfeld, Inesi, Magee, & Galinsky, 2008; although for exceptions see Lammers, Stoker, & Stapel, 2009; Overbeck & Park, 2001, 2006) and effortless processing in general (Guinote, 2009; Weick & Guinote, 2008).”
Interpersonal Power (2015, background): “A number of scholars, for instance, have found power to promote stereotyping (Fiske, 1993; Fiske & Dépret, 1996; Overbeck & Park, 2006; Vescio, Snyder, & Butz, 2003; Weick & Guinote, 2008).”
Power and the objectification of social targets. (2008, background): “Although research has shown that power directs attention toward those features of a target that are most relevant to the goals of the powerful (Overbeck & Park, 2001, 2006; Vescio et al., 2005; Vescio, Snyder, & Butz, 2003), the results of this work do not show that approach necessarily follows…”
Looking through the eyes of the powerful (2008, background): “At the same time, however, recent findings show boundary conditions to the idea that power always leads to more heuristic processing and other-stereotyping (Chen et al., 2001; Chen, Ybarra, & Kiefer, 2004; Overbeck & Park, 2001, 2006; Vescio, Snyder, & Butz, 2003).”
When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance (2013, background): “Feelings of power are associated with flexibility in the allocation of social attention, depending on the extent to which social targets are instrumental to the achievement of valued goals (Overbeck & Park, 2006).”
Behaviour variability and the Situated Focus Theory of Power (2007, background): “…the situation favoured the use of prior knowledge structures (e.g., Fiske & Dépret, 1996), as well as when chronic tendencies of the person (Chen et al., 2001), subjective experiences (Guinote, 2007b; Weick & Guinote, in press), or goals (Overbeck & Park, 2006) were consistent with stereotyping.”
Power Increases Social Distance (2012, background): “…of power can increase feelings of connectedness when the powerful are communally oriented either through personality or culture (Chen et al., 2001; Zhong, Magee, Maddux, & Galinsky, 2006) or when power is tied to social connections (Lammers, Stoker, & Stapel, 2009a; Overbeck & Park, 2001, 2006).”
8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status (2008, background): “Overbeck and Park ( 2006 ) found that, when they were assigned goals related to achieving an efficient workplace, the powerful recalled less correct information about their subordinates and were less able to distinguish their unique characteristics.”
Power, competitiveness, and advice taking: Why the powerful don’t listen (2012, background): “…individuals are strategic in their interactions, such that they allocate attention to those whom they perceive as instrumental to their goals but ignore individuals whom they perceive as less useful in their goal pursuits (e.g., Gruenfeld, Inesi, Magee, & Galinsky, 2008; Overbeck & Park, 2006).”
Power, Moral Clarity, and Punishment in the Workplace (2013, background): “For powerful people, a strong goal orientation causes them to lose sight of others’ views (Erber & Fiske, 1984; Keltner et al., 2003) unless others’ views can help further the power holders’ goals (Overbeck & Park, 2001, 2006).”
Lighting the way or stealing the shine? An examination of the duality in star scientists' effects on firm innovative performance (2015, background): “…substitute for a star’s expertise among colleagues may represent a potential threat to a star’s unique position (Casciaro & Piskorski, 2005), prompting stars to protect their turf in order to limit the opportunities of their colleagues to assume innovative leadership roles (Overbeck & Park, 2006).”