TY - JOUR
T1 - How Leaders Self-Regulate Their Task Performance
T2 - Evidence That Power Promotes Diligence, Depletion, and Disdain
AU - DeWall, C. Nathan
AU - Baumeister, Roy F.
AU - Mead, Nicole L.
AU - Vohs, Kathleen D.
PY - 2011/1
Y1 - 2011/1
N2 - When leaders perform solitary tasks, do they self-regulate to maximize their effort, or do they reduce effort and conserve their resources? Our model suggests that power motivates self-regulation toward effective performance-unless the task is perceived as unworthy of leaders. Our 1st studies showed that power improves self-regulation and performance, even when resources for self-regulation are low (ego depletion). Additional studies showed that leaders sometimes disdain tasks they deem unworthy, by withholding effort (and therefore performing poorly). Ironically, during ego depletion, leaders skip the appraisal and, therefore, work hard regardless of task suitability, so that depleted leaders sometimes outperform nondepleted ones. Our final studies replicated these patterns with different tasks and even with simple manipulation of framing and perception of the same task (Experiment 5). Experiment 4 also showed that the continued high exertion of leaders when depleted takes a heavy toll, resulting in larger impairments later. The judicious expenditure of self-control resources among powerful people may help them prioritize their efforts to pursue their goals effectively.
AB - When leaders perform solitary tasks, do they self-regulate to maximize their effort, or do they reduce effort and conserve their resources? Our model suggests that power motivates self-regulation toward effective performance-unless the task is perceived as unworthy of leaders. Our 1st studies showed that power improves self-regulation and performance, even when resources for self-regulation are low (ego depletion). Additional studies showed that leaders sometimes disdain tasks they deem unworthy, by withholding effort (and therefore performing poorly). Ironically, during ego depletion, leaders skip the appraisal and, therefore, work hard regardless of task suitability, so that depleted leaders sometimes outperform nondepleted ones. Our final studies replicated these patterns with different tasks and even with simple manipulation of framing and perception of the same task (Experiment 5). Experiment 4 also showed that the continued high exertion of leaders when depleted takes a heavy toll, resulting in larger impairments later. The judicious expenditure of self-control resources among powerful people may help them prioritize their efforts to pursue their goals effectively.
KW - Action orientation
KW - Ego depletion
KW - Goal orientation
KW - Power
KW - Self-regulation
UR - http://www.scopus.com/inward/record.url?scp=78751496308&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=78751496308&partnerID=8YFLogxK
U2 - 10.1037/a0020932
DO - 10.1037/a0020932
M3 - Article
C2 - 20919772
AN - SCOPUS:78751496308
SN - 0022-3514
VL - 100
SP - 47
EP - 65
JO - Journal of Personality and Social Psychology
JF - Journal of Personality and Social Psychology
IS - 1
ER -