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When power makes others speechless: The negative impact of leader power on team performance

Publication ,  Scholarly Edition
Tost, LP; Gino, F; Larrick, RP
October 1, 2013

We examine the impact of the subjective experience of power on leadership dynamics and team performance and find that the psychological effect of power on formal leaders spills over to affect team performance. We argue that a formal leader's experience of heightened power produces verbal dominance, which reduces team communication and consequently diminishes performance. Importantly, because these dynamics rely on the acquiescence of other team members to the leader's dominant behavior, the effects only emerge when the leader holds a formal leadership position. Three studies offer consistent support for this argument. The implications for theory and practice are discussed. © Academy of Management Journal.

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Publication Date

October 1, 2013

Start / End Page

1465 / 1486

Related Subject Headings

  • Business & Management
  • 3507 Strategy, management and organisational behaviour
  • 3505 Human resources and industrial relations
  • 1505 Marketing
  • 1503 Business and Management
 

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Tost, L. P., Gino, F., & Larrick, R. P. (2013). When power makes others speechless: The negative impact of leader power on team performance. https://doi.org/10.5465/amj.2011.0180
Tost, L. P., F. Gino, and R. P. Larrick. “When power makes others speechless: The negative impact of leader power on team performance,” October 1, 2013. https://doi.org/10.5465/amj.2011.0180.
Tost, L. P., et al. When power makes others speechless: The negative impact of leader power on team performance. 1 Oct. 2013, pp. 1465–86. Scopus, doi:10.5465/amj.2011.0180.

DOI

Publication Date

October 1, 2013

Start / End Page

1465 / 1486

Related Subject Headings

  • Business & Management
  • 3507 Strategy, management and organisational behaviour
  • 3505 Human resources and industrial relations
  • 1505 Marketing
  • 1503 Business and Management