Perspective-taking among the powerful : can the powerful take the perspective of subordinates when they are encouraged to?

This study examined whether people with situational power are able to take perspective of subordinates if they are encouraged to. Participants had to evaluate job applicants and received either neutral or perspective-taking instructions. Furthermore, need for dominance was measured. The main hypothesis was that instructions that encourage perspective-taking would lead to an increase in perspective-taking. The second hypothesis was that this effect of the perspective-taking instructions would be attenuated by need for dominance, as people high in need for dominance would be less inclined to take perspective than people low in need for dominance. There was no support for these hypotheses, however there was a considerable amount of perspective-taking and sense of power, leading to the conclusion that the powerful in the current study were able to engage in perspective-taking. Furthermore, there were some direct effects of need for dominance on perspective-taking.