Leader power and self-serving behavior: The Moderating Role of Accountability

This is a member only resource

Become a Member » Log In »
Leader power and self-serving behavior: The Moderating Role of Accountability
The Leadership Quarterly

This study explored whether accountability influences the relationship between power and leader self-serving behavior. Across three studies, using both experimental manipulations and individual difference measures, we found that accountability mitigated the effects of power on leader self-serving behavior. Specifically, we found that powerful accountable leaders acted less self-servingly than their non-accountable counterparts. Moreover, as expected, low power leaders' behaviors were not affected as strongly by the explicit presence of accountability constraints. Overall, these results suggest that holding powerful leaders accountable for their actions could serve as a powerful tool to prevent potential self-serving actions on their part.

 

 

Citation: 
The Leadership Quarterly Volume 23, Issue 1, February 2012, Pages 13–26

Become a Member

The IOC is a global community of coaches.

Join

Contact Us

  • Institute of Coaching
  • McLean Hospital
  • 115 Mill Street, Mail Stop 314
  • Belmont, MA 02478
  • Phone: 617-767-2670
  • info@instituteofcoaching.org