How Leaders Self-Regulate Their Task Performance: Evidence That Power Promotes Diligence, Depletion, and Disdain
How Leaders Self-Regulate Their Task Performance: Evidence That Power Promotes Diligence, Depletion, and Disdain
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DOI：
10.1037/a0020932
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发表时间：
2011-01-01
影响因子：
7.6
通讯作者：
Vohs, Kathleen D.
中科院分区：
文献类型：
--
作者：
DeWall, C. Nathan;Baumeister, Roy F.;Vohs, Kathleen D.
当领导者单独执行任务时，他们是自我调节以最大化自己的努力，还是减少努力并节省资源？我们的模型表明，权力激励自我监管，以实现有效的绩效--除非这项任务被认为不值得领导者完成。我们的第一项研究表明，即使在自我调节的资源很少(自我耗尽)的情况下，权力也能提高自我调节能力和绩效。其他研究表明，领导者有时会通过不努力(因此表现不佳)来蔑视他们认为不值得完成的任务。具有讽刺意味的是，在自我耗尽的过程中，领导者会跳过评估，因此，不管任务是否合适，他们都会努力工作，因此，耗尽的领导者有时会比没有耗尽的领导者表现得更好。我们最后的研究复制了不同任务的这些模式，甚至是通过简单的框架操作和对同一任务的感知(实验5)。实验4还表明，当领导者精疲力竭时，持续的高强度工作会造成沉重的损失，导致后来更大的损伤。在有权势的人中间明智地使用自我控制资源，可能会帮助他们优先努力，有效地追求自己的目标。
When leaders perform solitary tasks, do they self-regulate to maximize their effort, or do they reduce effort and conserve their resources? Our model suggests that power motivates self-regulation toward effective performance-unless the task is perceived as unworthy of leaders. Our 1st studies showed that power improves self-regulation and performance, even when resources for self-regulation are low (ego depletion). Additional studies showed that leaders sometimes disdain tasks they deem unworthy, by withholding effort (and therefore performing poorly). Ironically, during ego depletion, leaders skip the appraisal and, therefore, work hard regardless of task suitability, so that depleted leaders sometimes outperform nondepleted ones. Our final studies replicated these patterns wall different tasks and even with simple manipulation of framing and perception of the same task (Experiment 5). Experiment 4 also showed that the continued high exertion of leaders when depleted takes a heavy toll, resulting in larger impairments later. The judicious expenditure of self-control resources among powerful people may help them prioritize their efforts to pursue their goals effectively.