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When power shapes interpersonal behavior: Low relationship power predicts men's aggressive responses to low situational power.

ABSTRACT: When does power in intimate relationships shape important interpersonal behaviors, such as psychological aggression? Five studies tested whether possessing low relationship power was associated with aggressive responses, but (a) only within power-relevant relationship interactions when situational power was low, and (b) only by men because masculinity (but not femininity) involves the possession and demonstration of power. In Studies 1 and 2, men lower in relationship power exhibited greater aggressive communication during couples' observed conflict discussions, but only when they experienced low situational power because they were unable to influence their partner. In Study 3, men lower in relationship power reported greater daily aggressive responses toward their partner, but only on days when they experienced low situational power because they were either (a) unable to influence their partner or (b) dependent on their partner for support. In Study 4, men who possessed lower relationship power exhibited greater aggressive responses during couples' support-relevant discussions, but only when they had low situational power because they needed high levels of support. Study 5 provided evidence for the theoretical mechanism underlying men's aggressive responses to low relationship power. Men who possessed lower relationship power felt less manly on days they faced low situational power because their partner was unwilling to change to resolve relationship problems, which in turn predicted greater aggressive behavior toward their partner. These results demonstrate that fully understanding when and why power is associated with interpersonal behavior requires differentiating between relationship and situational power. (PsycINFO Database Record

SUBMITTER: Overall NC

PROVIDER: S-EPMC5069702 | biostudies-literature | 2016 Aug

REPOSITORIES: biostudies-literature

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When power shapes interpersonal behavior: Low relationship power predicts men's aggressive responses to low situational power.

Overall Nickola C NC Hammond Matthew D MD McNulty James K JK Finkel Eli J EJ

Journal of personality and social psychology 20160801 2

When does power in intimate relationships shape important interpersonal behaviors, such as psychological aggression? Five studies tested whether possessing low relationship power was associated with aggressive responses, but (a) only within power-relevant relationship interactions when situational power was low, and (b) only by men because masculinity (but not femininity) involves the possession and demonstration of power. In Studies 1 and 2, men lower in relationship power exhibited greater agg ...[more]

PMID: 27442766

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Project description:Introduction In recent years, environmental problems such as global warming, rising sea levels, and species extinction have provoked a widespread concern all over the world, and many countries and international organizations have called for a reduction in carbon emissions. Theoretically, although many scholars have explored how responsible leadership influences subordinates’ work-related outcomes, little studies have examined the association between responsible leadership and employees’ low-carbon behavior. Therefore, to address this literature gap, we here drawing upon social cognitive theory developed a dual-mediation model to investigate how responsible leadership impacts employees’ low-carbon behavior, and through which mechanisms this impact may occur. Methods By conducting a questionnaire survey in a company in China, we collected the valid data from 411 samples. Then using SPSS 26.0 and Mplus 8.1, we tested our proposed theoretical model and hypotheses by analyzing these data. Results The empirical results showed that responsible leadership was positively related to employees’ environmental consciousness, which can further increase their low-carbon behavior. At the same time, responsible leadership was negatively related to employees’ environmental apathy, which can reduce their low-carbon behavior. And employees’ environmental consciousness and environmental apathy played the mediating roles in the relationship between responsible leadership and employees’ low-carbon behavior. Furthermore, we found that leader-member exchange (LMX) magnified the direct effect of responsible leadership on employees’ environmental apathy and strengthened the indirect effect of responsible leadership on employees’ low-carbon behavior via environmental apathy, but the moderating effect of LMX on another path was not significant. Discussion These findings suggest that despite encouraging leaders to show responsible behaviors, promoting employees’ environmental consciousness and reducing their environmental apathy may be useful ways to facilitating their low-carbon behavior and achieving a low-carbon society. Moreover, establishing a high-quality of exchange relationship with followers may magnify the effectiveness of responsible leadership on lowering followers’ environmental apathy.

Dataset Information

When power shapes interpersonal behavior: Low relationship power predicts men's aggressive responses to low situational power.

Publications

When power shapes interpersonal behavior: Low relationship power predicts men's aggressive responses to low situational power.

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