When, why, and how do powerholders “feel the power”? Examining the links between structural and psychological power and reviving the connection between power and responsibility

Recent research in social psychology has examined how psychological power affects organizational behaviors. Given that power in organizations is generally viewed as a structural construct, I examine the links between structural and psychological power and explore how their interrelationships affect organizational behavior. I argue that psychological power takes two forms: the (nonconscious) cognitive network for power and the conscious sense of power. Based on this view, I identify two causal pathways that link psychological power and structural power in predicting organizational behavior. First, the sense of power is likely to induce a sense of responsibility among (but not exclusively among) structural powerholders, which in turn leads structural powerholders to be more responsive to the views and needs of others. Second, the sense of power, when brought into conscious awareness, activates a non-conscious association between power and agentic behaviors, which in turn leads structural powerholders to enact agentic behaviors. I discuss the ways in which these predictions diverge from previous theorizing, and I address methodological challenges in examining the relationship between structural and psychological power. In doing so, I suggest that certain features of the predominant methodological approaches to studying psychological power may have induced a bias in the empirical findings that obscures the crucial link between power and responsibility.