University of California Berkeley’s Alice Moon and Serena Chen evaluated more than 550 volunteers’ ratings of their perceived personal power and their perspectives on available time to accomplish goals.
Moon and Chen asked more than 100 participants to assume the role of a “manager” while sitting in a “high-power chair,” or the role of an “employee” while both groups rated their perceived personal resources of time and power.
Participants who played the more powerful role of “manager” reported that they had more time than “employee.”
Moon and Chen also primed more than 100 American adults to think of themselves in high-power or low-power positions, and asked them to rate statements about availability of time to achieve goals.
Even when participants did not actually have more available time, those who felt most powerful perceived greater control over their time, and greater time availability.
This is another example of the power of expectation exceeding the importance of an actual resource, competency, or experience.
These findings support other reports that managers experience less stress than subordinates in organizations, attributable to their “position power.”
People who feel powerful tend to hold a significantly optimistic bias when predicting time required to complete task, reported University of Kent’s Mario Weick and Ana Guinote of University College London.
They attributed this unrealistic optimism to confident belief in personal self-efficacy accompanying subjective feelings of power in their evaluation of:
- Actual power and time perception,
- Induced feelings of power through priming,
- Pre-existing personal self-perceptions.
This “planning fallacy” of underestimating task completion time often results from a narrow focus on the goal, coupled with the optimism bias that obscures potential obstacles and risks.
Likewise, people who feel powerful also tend to feel more confident about the future, more aware of their “future self,” and more willing to wait for longer-term rewards, found University of Southern California ’s Priyanka D. Joshi and Nathanael J. Fast.
Specifically, participants assigned to high-power roles and to power priming instructions were less likely to display temporal discounting, or choosing smaller short-term rewards over larger goals that require a longer waiting period.
This suggests that people who feel powerful have a sense of abundance in other domains, including time and money.
As a result, feeling powerful enables people to forego current rewards, “delay gratification,” and make present investments to achieve potentially larger longer-term pay-offs.
-*How do you increase your personal experience of power and time perspective?
- Biased Time Perception – Mind Time, Clock Time, and Einstein
- How the Brain Perceives Time So You Can Manage Time Demands, not Time
- Leadership Roles Reduce – Rather than Increase – Perceived Stress
- Clearly-Imagined Future Self Enables More Effective Goal Planning
- Unrealistic Optimism Drives Profitability
- Useful Fiction: Optimism Bias of Positive Illusions
- Managing Workplace Interruptions
- Still Fulfilling Your New Year’s Resolutions?
- “Grit” Rivals IQ and EQ to Achieve Goals
- “Honest Confidence” Enables Performance, Perceived Power
- Expansive Body Language Decreases Power for Some
- Writing Power Primer Increases Efficacy in High-Stakes Performance
- Power of “Powerless” Speech, but not Powerless Posture
- Mastering the Power Sandwich with Skillful Upward Influence
- Powerful Non-Verbal Behavior May Have More Impact Than a Good Argument
- Power Tactics for Better Negotiation
- Use Your Own Stories to Communicate with Power and Impact
- Multiple Paths Toward Goals Can Motivate, then Derail Success
Blog – Kathryn Welds | Curated Research and Commentary
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)