Interpersonal behaviour and social perception in a hierarchy: The interpersonal power and behaviour model

2010/03/01 by Marianne Schmid Mast · 4 citations
Social Sciences · #Social and Intergroup Psychology #Conflict Management and Negotiation #Gender Diversity and Inequality

paper · doi:10.1080/10463283.2010.486942

openalex publication_date 2010/03/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29

Abstract

Power is a core dimension of social interactions and relationships. The present article addresses how power hierarchies form, how power is expressed and perceived via verbal and nonverbal behaviour during social interactions, and whether power of others can accurately be assessed. Taking into account the inherently relational and interactional nature of the power concept, an interpersonal power and behaviour model is presented. The model explicitly differentiates between different facets of power (status, position power, personality dominance, competence, experienced power, and perceived power) and it is suggested that these facets can moderate the power–behaviour link. Research evidence is provided to illustrate the importance of a refined view of the concept of power and of integrating the different power facets in theorizing about power.

Citations

• Wanting to Be Boss and Wanting to Be Subordinate: Effects on Performance Motivation
• Power, optimism, and risk‐taking
• Self-perception: An alternative interpretation of cognitive dissonance phenomena.
• Role congruity theory of prejudice toward female leaders.

Cited by

• Emotion Recognition Accuracy in Hierarchical Relationships
• Emergent Power Hierarchies and Group Performance
• The Vertical Dimension of Social Relations and Accurate Interpersonal Perception: A Meta-Analysis
• Marianne Schmid Mast [wikipedia]