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This study utilized a sample of 2052 participants from government and enterprise sectors to explore the distinct effects of power and sense of power on cognitive flexibility. It also delves into how the three dimensions of reward sensitivity and the comprehensive measure of punishment sensitivity mediate this relationship. The key findings are as follows: (1) There is no significant direct correlation between power and sense of power. (2) Both power and sense of power are substantial positive predictors of cognitive flexibility, with middle- and upper-level employees demonstrating significantly greater cognitive flexibility than their lower-level counterparts, and sense of power having a more pronounced positive influence than objective power. (3) Drive and fun-seeking mediate the relationship between sense of power and cognitive flexibility, yet only when sense of power is the independent variable. (4) No mediating effects are observed for the dimensions of reward sensitivity or punishment sensitivity when power is the independent variable. Exploring reward and punishment sensitivity in the context of power's influence on cognitive flexibility in real organizational settings is of paramount importance. This enhances our understanding of the intricate ways in which power dynamics shape individual behaviors and cognition across diverse cultural landscapes and provides actionable insights for refining organizational management and leadership strategies. [ABSTRACT FROM AUTHOR]

Studies of the relationship between individuals' sense of power and donation intention have inconsistent findings. Classifying donor intention into two types, this study explored the mechanism through which a sense of power affects donation intention. Using a three-wave time-lagged survey of 1200 people, this study found that situational prevention focus mediates the positive effect of a sense of power on avoidance-based donation intention, and situational promotion focus mediates the positive effect of a sense of power on improvement-based donation intention. Furthermore, a strong perceived ethical climate strengthens the effects of a sense of power. These findings have practical implications for increasing charitable giving and improving the development of charitable programs. [ABSTRACT FROM AUTHOR]

Negative risk-taking behaviors refer to voluntary behaviors that lead to more harm than good. Low self-control is a crucial predictor of adolescents' negative risk-taking behavior, but its internal mechanisms require further exploration. To reveal the working process underlying the association between self-control and adolescents' negative risk-taking behaviors, we investigated the mediation of regulatory focus and the moderation of sense of power. A total of 2018 students (37.6% males) from two universities in Guangzhou, China, participated in a survey that investigated their self-control, negative risk-taking behavior, regulatory focus and sense of power. The results revealed that after controlling for the adolescents' sex and their parents' educational level, prevention focus partially mediated the association between self-control and negative risk-taking behavior. Moreover, sense of power moderated the association between self-control and prevention focus. Furthermore, the association between self-control and negative risk-taking behavior through prevention focus was stronger among adolescents with a high sense of power than among those with a low sense of power. Therefore, our findings suggest that regulatory focus and sense of power might be the mechanisms that explain how self-control is related to negative risk-taking behavior. These results thus provide a foundation for the prevention of and intervention in adolescents' negative risk-taking behavior.

Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands-resources model, this research proposes and examines a cognitive-affective dual mediation model to explain how frontline managers' sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers' sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers' affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study's theoretical and practical contributions and future research directions., Competing Interests: The authors declare no conflicts of interest.