The influence of power and self-esteem on task engagement in work setting

Abstract

This research aims to explore the impacts of self-esteem and power on task engagement in work setting. In an experimental study as a function of 2 power conditions (high, low) x 2 self-esteem conditions (high, low), participants were asked to rate dependent variables including: need for closure, mindfulness, self-efficacy, procrastination, and willingness to overcome work challenges such as taking on new projects, collaborating with external partners, thinking extensively and seeking promotions. Individuals with high self-esteem displayed a greater willingness to take on new projects and a higher tendency to think extensively compared to those with lower self-esteem. Power dynamics also played a role, with high power leading to a marginally significant decrease in willingness to collaborate with external partners, compared to low power condition. Furthermore, a marginally significant interaction effect occurred between power and self-esteem on need for closure, suggesting that high self-esteem individuals in high-power situations have a lower need for closure compared to those with low power. These findings contribute to the literature by exploring ways in which self-esteem and power influence decision-making in work environments, which could have implications for project management and team building. Organizations can further use this knowledge to build balanced teams and implement self-esteem building programs to foster a more motivated work environment.

Date of Award	27 Jun 2024
Original language	English
Awarding Institution	Universidade Católica Portuguesa
Supervisor	Sofia Jacinto (Supervisor)