Why did your colleague behave nicely to you yesterday, but made a nasty comment to you today? Does having power or feeling powerful help you recognize which decisions require quick or otherwise slow action? Is delayed positive feedback beneficial for prosocial behavior? Do others care how soon you respond to their requests for help or how soon you return a favor? Is your work motivation and productivity influenced by frequent or less frequent feedback?
With my research, I aim to provide answers to questions like the ones above and, in doing so, contribute to research in the domains of ethics, power, and time. I view these three streams of research as largely interconnected. For example, in one paper that is currently in the third round of revision at The Leadership Quarterly, I focused on how power affects leaders’ tendency to engage in behaviors that benefit the self at the expense of others. Conventional wisdom would suggest that power corrupts. Yet, in an incentivized experiment, I found that having a position of power (supervising others) merely corrupts leader’s thinking about ethical issues and that it is the exercise of power (having control and autonomy over financial resources) that encourages self-interested behavior among leaders.