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An experimental examination of social contexts and the use of power in a Chinese sample
Journal of Social Psychology
  • Dean William TJOSVOLD, Lingnan University, Hong Kong
  • Haifa F. SUN, Zhongshan University, Guangzhou, China
  • Man Kei, Paulina WAN, Lingnan University, Hong Kong
Document Type
Journal article
Publication Date
Psychology Press
  • China,
  • Cooperation and competition,
  • Leadership,
  • Power

Researchers have considered power as a largely corrupting force in organizations. In the present experiment, the authors used the theory of cooperation and competition to investigate the effects of social context on power use in a sample of Chinese participants. The present results support the reasoning that high power compared to low power provides the capacity to assist employees and that cooperative, but not competitive, goals facilitate the motivation of managers to use their power to support employees and to develop managerial conclusions that employees are capable and appreciative. These results suggest limitations to traditional organizational power theories that assume a competitive context between the powerful and those subject to power. Cooperative goals appear to be an important basis for developing the positive face of power in organizations in China and perhaps in other cultures as well.

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Copyright © 2005 Taylor & Francis

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Citation Information
Tjosvold, D., Sun, H. F., & Wan, P. (2005). An experimental examination of social contexts and the use of power in a Chinese sample. Journal of Social Psychology, 145(6), 645-661. doi: 10.3200/SOCP.145.6.645-662