Lount, R.B. (Robert B.)

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    Dynamic influences of power on trust: Changes in power affect trust in others
    (Taylor and Francis Group, 2018-12-31) Brion, S. (Sebastien); Mo, R. (Ruo); Lount, R.B. (Robert B.)
    Though much research has examined the trust development process, we know little about how changes in one’s power impact trust development. Building on relevant literatures, we propose that independent of one’s absolute power, trust increases (or decreases) as a function of how much power individuals gain (or lose) over time. We find support for our hypotheses in a multisource nine-month longitudinal study of individuals working in teams. Mediation analyses, moreover, demonstrate that changes in the perceptions of others’ trustworthiness help explain the positive relationship between power change and trust. Our findings contribute to the literatures on trust and power by highlighting the crucial role that power dynamics play in generating downstream trust. We discuss theoretical implications for research on power and trust, as well as practical implications for managing trust within teams.
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    Only when others are watching: The contingent efforts of high status group members
    (Institute for operations research and management sciences, 2019-05-17) Lount, R.B. (Robert B.); Doyle, S.P. (Sarah P.); Brion, S. (Sebastien); Pettit, N.C. (Nathan C.)
    This research examines how an individual’s place in the status hierarchy affects their willingness to expend effort on group tasks, why this occurs, and a contingency governing this relationship. Among firefighter teams (Study 1), MBA student workgroups (Study 2), and undergraduates in the laboratory (Study 3), we find that the relationship between status and effort, through performance expectations, is contingent on the perceived visibility of one’s efforts (i.e., task visibility). When task visibility is high, greater status leads to higher performance expectations. When task visibility is low or absent, this relationship was not present. Overall, our findings help paint a more complete picture of the relationship between status, performance expectations, and effort in workgroups while also furthering our understanding of the psychological experience of status.