Framing Social Dominance Orientation and Power in Organizational Context

The present research incorporates both intergroup and interpersonal approaches to power to examine influence tactics in organizations. Both approaches suggest that there should be coordination between supervisors and subordinates in the workplace for the smooth functioning of organizations. Study 1 tested how employees' social dominance orientation corresponds to what interpersonal influence tactics employees view as acceptable for supervisors. Study 2 tested how employees' SDO corresponds to interpersonal influence tactics they would use on subordinates. Complementarily, results showed that the higher participants were on SDO, the more they endorsed harsh tactics as legitimate. Implications for integrating power theories are discussed