| Abstract: | This study investigated why workers in a position of power are motivated to help their dependent co‐workers. Previous research has assumed that powerful workers would experience increased behavioural approach and disinhibition, leading to selfishness and lower levels of help. However, this assumption fails to explain the helping behaviour often observed at work. In this study, 563 participants were placed in situations of power across three experiments, which measured helpfulness, discomfort, and behavioural approach and inhibition. The results suggest that power creates psychological discomfort, which mediates helping behaviour. Providing help reduced feelings of discomfort. This study helps reconcile previous mixed findings when applying power theories to work situations, and tested a new discomfort‐reduction explanation for helping behaviour. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd. |
