We examine the impact of subjective power on leadership behavior and demonstrate that the psychological effect of power on leaders spills over to impact team effectiveness. Specifically, drawing from the approach/inhibition theory of power, power-devaluation theory, and organizational research...

Drawing on theoretical insights from research on social comparison processes, this article explores how managers can use performance feedback to sustain employees’ motivation and performance in organizations. Using a field experiment at a Japanese bank, we investigate the effects of valence...

Many organizations employ interpersonal feedback processes as a structured means of informing and motivating employee improvement. Ample evidence suggests that these feedback processes are largely ineffective, and despite a wealth of prescriptive literature, these processes often fail to lead to...