![]() ![]() In Studies 2 and 3, we also reveal an interesting nuance to the effect of power on supporting the target. Study 3 demonstrates that incivility leads the powerful to perceive a status challenge, which then triggers feelings of responsibility. ![]() Study 2 shows that felt responsibility mediates the effect of power on increased confrontation and decreased avoidance. We explain the motivation that leads the powerful to act by integrating theory on responsibility construals of power and hierarchy maintenance. They are more likely to directly confront perpetrators, and less likely to avoid the perpetrator and offer social support to targets. In Study 1, we demonstrate that the powerful respond with agency to witnessed incivility. ![]() We begin by drawing on research linking power and action orientation. In experimental (Studies 1 and 3) and field (Study 2) settings, we find evidence suggesting that power can shape how, why, and when the powerful respond to observed incivility against others. In this paper, we identify a potential bright side to power-namely, that the powerful are more likely to intervene when they witness workplace incivility. Previous work underscores the links between power and self-interested, antisocial behavior. ![]() Research often paints a dark portrait of power. ![]()
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