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The loss of power: How illusions of alliance contribute to powerholders’ downfall

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  • Brion, Sebastien
  • Anderson, Cameron

Abstract

Though people in positions of power have many advantages that sustain their power, stories abound of individuals who fall from their lofty perch. How does this happen? The current research examined the role of illusions of alliance, which we define as overestimating the strength of one’s alliances with others. We tested whether powerholders lose power when they possess overly positive perceptions of their relationships with others, which in turn leads to the weakening of those relationships. Studies 1 and 2 found that powerful individuals were more likely to hold illusions of alliance. Using laboratory as well as field contexts, Studies 3, 4, and 5 found that individuals with power who held illusions of alliance obtained fewer resources, were excluded more frequently from alliances, and lost their power. These findings suggest that power sometimes leads to its own demise because powerful individuals erroneously assume that others feel allied to them.

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  • Brion, Sebastien & Anderson, Cameron, 2013. "The loss of power: How illusions of alliance contribute to powerholders’ downfall," Organizational Behavior and Human Decision Processes, Elsevier, vol. 121(1), pages 129-139.
    • Handle: RePEc:eee:jobhdp:v:121:y:2013:i:1:p:129-139
    DOI: 10.1016/j.obhdp.2013.01.005
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    References listed on IDEAS

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    1. Inesi, M. Ena, 2010. "Power and loss aversion," Organizational Behavior and Human Decision Processes, Elsevier, vol. 112(1), pages 58-69, May.
    2. Kevyn Yong & Nathan C. Pettit & Sandra E. Spataro, 2010. "Holding your place: Reactions to the prospect of status gains and losses," Post-Print hal-00528416, HAL.
    3. Sivanathan, Niro & Pillutla, Madan M. & Keith Murnighan, J., 2008. "Power gained, power lost," Organizational Behavior and Human Decision Processes, Elsevier, vol. 105(2), pages 135-146, March.
    4. Fast, Nathanael J. & Sivanathan, Niro & Mayer, Nicole D. & Galinsky, Adam D., 2012. "Power and overconfident decision-making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 117(2), pages 249-260.
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    Cited by:

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    3. Pettit, Nathan C. & Doyle, Sarah P. & Kim, Hee Young & Hurwitz, Anat, 2022. "Rank extrapolation: Asymmetric forecasts of future rank after rank change," Organizational Behavior and Human Decision Processes, Elsevier, vol. 169(C).
    4. Gavin J. Kilduff & Robb Willer & Cameron Anderson, 2016. "Hierarchy and Its Discontents: Status Disagreement Leads to Withdrawal of Contribution and Lower Group Performance," Organization Science, INFORMS, vol. 27(2), pages 373-390, April.
    5. Kris Byron & Blaine Landis, 2020. "Relational Misperceptions in the Workplace: New Frontiers and Challenges," Organization Science, INFORMS, vol. 31(1), pages 223-242, January.
    6. Pettit, Nathan C. & Doyle, Sarah P. & Lount, Robert B. & To, Christopher, 2016. "Cheating to get ahead or to avoid falling behind? The effect of potential negative versus positive status change on unethical behavior," Organizational Behavior and Human Decision Processes, Elsevier, vol. 137(C), pages 172-183.
    7. Mooijman, Marlon & Kouchaki, Maryam & Beall, Erica & Graham, Jesse, 2020. "Power decreases the moral condemnation of disgust-inducing transgressions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 161(C), pages 79-92.
    8. Narayanan, Jayanth & Tai, Kenneth & Kinias, Zoe, 2013. "Power motivates interpersonal connection following social exclusion," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 257-265.

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