Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.obhdp.2013.08.006
DC FieldValue
dc.titlePower motivates interpersonal connection following social exclusion
dc.contributor.authorNarayanan, J.
dc.contributor.authorTai, K.
dc.contributor.authorKinias, Z.
dc.date.accessioned2014-12-12T07:33:37Z
dc.date.available2014-12-12T07:33:37Z
dc.date.issued2013-11
dc.identifier.citationNarayanan, J., Tai, K., Kinias, Z. (2013-11). Power motivates interpersonal connection following social exclusion. Organizational Behavior and Human Decision Processes 122 (2) : 257-265. ScholarBank@NUS Repository. https://doi.org/10.1016/j.obhdp.2013.08.006
dc.identifier.issn07495978
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/115879
dc.description.abstractResearch has systematically documented the negative effects of social exclusion, yet little is known about how these negative effects can be mitigated. Building on the approach-inhibition theory of power (Keltner, Gruenfeld, & Anderson, 2003), we examined the role of power in facilitating social connection following exclusion. Four experiments found that following exclusion, high power (relative to low power) individuals intend to socially connect more with others. Specifically, following exclusion, individuals primed with high power sought new social connections more than those primed with low power (Studies 1-4) or those receiving no power prime (Study 1). The intention to seek social connection as a function of power was limited to situations of exclusion, as it did not occur when individuals were included (Studies 3 and 4). Approach orientation mediates the effect of power on intentions to connect with others (Studies 2 and 4). © 2013 Elsevier Inc.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1016/j.obhdp.2013.08.006
dc.sourceScopus
dc.subjectOstracism
dc.subjectPower
dc.subjectSocial exclusion
dc.typeArticle
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.doi10.1016/j.obhdp.2013.08.006
dc.description.sourcetitleOrganizational Behavior and Human Decision Processes
dc.description.volume122
dc.description.issue2
dc.description.page257-265
dc.description.codenOBDPF
dc.identifier.isiut000328719500014
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