Understanding the Leaders of Tomorrow: The Need to Study Leadership in Adolescence.

Leadership traits and behaviors are observed early in human development, and although an improved understanding of youth leadership would usefully inform many real-world contexts (e.g., education, parenting, policy), most empirical work on leadership has been limited to adult populations.

The power to harm: AI assistants pave the way to unethical behavior.

Advances in artificial intelligence (AI) enable new ways of exercising and experiencing power by automating interpersonal tasks such as interviewing and hiring workers, managing and evaluating work, setting compensation, and negotiating deals. As these techniques become more sophisticated, they increasingly support personalization where users can "tell" their AI assistants not only what to do, but how to do it: in effect, dictating the ethical values that govern the assistant's behavior. Importantly, these new forms of power could bypass existing social and regulatory checks on unethical behavior by introducing a new agent into the equation.

Power and decision making: new directions for research in the age of artificial intelligence.

Throughout history, the experience of power has occurred within the context of human-human interactions. Such power can influence decision making through at least two primary mechanisms: (1) increased goal-orientation, and (2) increased activation of social role expectations. Importantly, new advances in artificial intelligence (AI) are creating the potential to experience power in human-AI interactions.

Privacy matters… or does It? Algorithms, rationalization, and the erosion of concern for privacy.

Products and services built around artificially intelligent algorithms offer a host of benefits to users but they require vast amounts of personal data in return. As a result, privacy is perhaps more vulnerable today than ever before. We posit that this vulnerability is not only technical, but psychological.

Identity and Professional Networking.

Despite evidence that large professional networks afford a host of financial and professional benefits, people vary in how motivated they are to build such networks. To help explain this variance, the present article moves beyond a rational self-interest account to examine the possibility that identity shapes individuals' intentions to network. Study 1 established a positive association between viewing professional networking as identity-congruent and the tendency to prioritize strengthening and expanding one's professional network.

Feeling High but Playing Low: Power, Need to Belong, and Submissive Behavior.

Past research has demonstrated a causal relationship between power and dominant behavior, motivated in part by the desire to maintain the social distinctiveness created by one's position of power. In this article, we test the novel idea that some individuals respond to high-power roles by displaying not dominance but instead submissiveness. We theorize that high-power individuals who are also high in the need to belong experience the social distinctiveness associated with power as threatening, rather than as an arrangement to protect and maintain.

I am my (high-power) role: power and role identification.

Research indicates that power liberates the self, but findings also show that the powerful are susceptible to situational influences. The present article examines whether enacting roles that afford power leads people to identify with the roles or, instead, liberates them from role expectations altogether. The results of three experiments support the hypothesis that power enhances role identification.

Power and reduced temporal discounting.

Decision makers generally feel disconnected from their future selves, an experience that leads them to prefer smaller immediate gains to larger future gains. This pervasive tendency is known as temporal discounting, and researchers across disciplines are interested in understanding how to overcome it. Following recent advances in the power literature, we suggest that the experience of power enhances one's connection with the future self, which in turn results in reduced temporal discounting.

When the boss feels inadequate: power, incompetence, and aggression.

When and why do power holders seek to harm other people? The present research examined the idea that aggression among the powerful is often the result of a threatened ego. Four studies demonstrated that individuals with power become aggressive when they feel incompetent in the domain of power. Regardless of whether power was measured in the workplace (Studies 1 and 4), manipulated via role recall (Study 2), or assigned in the laboratory (Study 3), it was associated with heightened aggression when paired with a lack of self-perceived competence.

Common ground and cultural prominence: how conversation reinforces culture.

Why do well-known ideas, practices, and people maintain their cultural prominence in the presence of equally good or better alternatives? This article suggests that a social-psychological process whereby people seek to establish common ground with their conversation partners causes familiar elements of culture to increase in prominence, independently of performance or quality. Two studies tested this hypothesis in the context of professional baseball, showing that common ground predicted the cultural prominence of baseball players better than their performance, even though clear performance metrics are available in this domain. Regardless of performance, familiar players, who represented common ground, were discussed more often than lesser-known players, both in a dyadic experiment (Study 1) and in natural discussions on the Internet (Study 2).

Illusory control: a generative force behind power's far-reaching effects.

Three experiments demonstrated that the experience of power leads to an illusion of personal control. Regardless of whether power was experientially primed (Experiments 1 and 3) or manipulated through roles (manager vs. subordinate; Experiment 2), it led to perceived control over outcomes that were beyond the reach of the power holder.