Employee Profile

Linda Lai

Professor

Department of Leadership and Organizational Behaviour

Phone +4795845711
E-mail linda.lai@bi.no

Area of Expertise

Decisions
Human Resource Management (HRM)
Knowledge Management
Leadership
Power
Motivation
Influence and Persuasion

Publications

Scientific publications

In the media

Other

Shows 5 of 32 publication(s)

Article Linda Lai (2023)

The effects of social vs. personal power on universal dimensions of social perception

Frontiers in Psychology 13 Doi: https://doi.org/10.3389/fpsyg.2022.1050287

The present study expands previous research on the effects of power on stereotyping by investigating the impact of two types of power (social power and personal power) on two universal dimensions of social perception; warmth and competence. Results from an experiment (N = 377) in which participants were randomly assigned to provide their impression of either (1) poor people or (2) rich people, suggest that the two types of power produce different effects on perceptions of warmth and competence. Personal power increased stereotype consistent perceptions of warmth whereas social power increased stereotype consistent perceptions of competence as well as agency, which was identified as a separate dimension. The pattern of results is discussed in view of previous work on power effects and stereotyping, and potential explanations and suggestions for future research are outlined.

Article Linda Lai, Lewend Mayiwar (2023)

The Dark Versus Bright Side of a Smiley: A Preregistered Replication of Experiment 3 in Glikson et al. (2018) “The Dark Side of a Smiley”

Collabra: Psychology 9(1) Doi: https://doi.org/10.1525/collabra.90195

The present paper reports an independent and better powered (N = 847 vs. N = 85) replication of Experiment 3 in Glikson et al. (2018). The authors of the original study reported support for their proposition that due to perceptions of (in)appropriateness, the use of smileys may backfire and produce less favorable perceptions of competence in a formal work-related setting, yet more favorable perceptions of warmth in an informal work-related setting. Our results, in contrast, indicated that smileys produce a negative effect on perceptions of competence and a positive effect on perceptions of warmth, regardless of the level of formality. Moreover, our results did not support the reported moderated mediation model involving perceptions of appropriateness. Potential explanations for the discrepancies in results are discussed. We provide data, code, and materials on https://osf.io/n7yc4/.

Article Linda Lai (2023)

Stereotyping of the poor versus the wealthy

The Nordic Psychiatrist

Article Elizabeth Solberg, Linda Lai, Anders Dysvik (2021)

When Midway Won’t Do: The Curvilinear Relationship Between Intrinsic Motivation and Willingness to be Flexible

Journal of Managerial Psychology 36(2) p. 156-169 Doi: https://doi.org/10.1108/JMP-02-2020-0107

Intrinsic motivation is held as critical for employees’ willingness to be flexible (WTBF). Yet empirical research suggests that employees who find work intrinsically satisfying could resist work changes. In this study, we predict that the relationship between intrinsic motivation and employees’ WTBF will become more positive as intrinsic motivation advances beyond moderate levels. We also examine the role developmental supervisor support plays in generating the critical threshold of intrinsic motivation needed for it to be positively related with WTBF. Our study provides insight into how and when intrinsic motivation increases employees’ WTBF and into the degree of developmental support needed to facilitate a positive relationship between these variables.

Article Lewend Mayiwar, Linda Lai (2019)

Replication of Study 1 in "Differentiating Social and Personal Power" by Lammers, Stoker, and Stapel (2009)

Social Psychology 50(4) p. 261-269 Doi: https://doi.org/10.1027/1864-9335/a000388

We performed an independent, direct, and better powered (N = 295) replication of Study 1, an experiment (N = 113) by Lammers, Stoker, and Stapel (2009). Lammers and colleagues distinguished between social power (influence over others) and personal power (freedom from the influence of others), and found support for their predictions that the two forms of power produce opposite effects on stereotyping, but parallel effects on behavioral approach. Our results did not replicate the effects on behavioral approach, but partially replicated the effects on stereotyping. Compared to personal power, social power produced less stereotyping, but neither form of power differed significantly from the control condition, and effect sizes were considerably lower than the original estimates. Potential explanations are discussed.

Article Linda Lai (2014)

Employees’ perceptions of the opportunities to utilize their competences: exploring the role of perceived competence mobilization

International Journal of Training and Development 15(2) p. 140-157 Doi: https://doi.org/10.1111/j.1468-2419.2011.00376.x

Article Linda Lai (2011)

Feature article Linda Lai (2025)

Article Linda Lai, Audun Farbrot (2013)

Academic Degrees
Year	Academic Department	Degree
1991	Nowegian School of Economics, NHH	Ph.D Dr. Oecon.
1986	BI Norwegian Business School	Master of Science in Business

Work Experience
Year	Employer	Job Title
2010 - Present	BI Norwegian Business School	Professor
1992 - 2011	BI Norwegian Business School	Associate Professor
1992 - 1992	University of Illinois at Champaign-Urbana (USA)	Guest Professor
1991 - 1991	BI Norwegian Business School	Post Doctoral Fellow
1987 - 1991	BI Norwegian Business School	PhD candidate
1990 - 1990	University of Illinois at Champaign-Urbana (USA)	Research Fellow

BI Business Review articles:

BI Business Review

Gender differences are often differences in power

Power influences thinking and behavior. Research over many decades has shown that men and women tend to think and act differently in many situations.
BI Business Review

Open plan offices are bad for business

To maximize attendance at work, open plan offices are not the way to go.
BI Business Review

The Charisma of Leaders is a Double-edged Sword

Very charismatic leaders do often not perform better than the least charismatic.

Linda Lai

Area of Expertise

Publications

The effects of social vs. personal power on universal dimensions of social perception

The Dark Versus Bright Side of a Smiley: A Preregistered Replication of Experiment 3 in Glikson et al. (2018) “The Dark Side of a Smiley”

Stereotyping of the poor versus the wealthy

When Midway Won’t Do: The Curvilinear Relationship Between Intrinsic Motivation and Willingness to be Flexible

Replication of Study 1 in "Differentiating Social and Personal Power" by Lammers, Stoker, and Stapel (2009)

Mestrer du ledelse? (Gjestespalte om ledelse.)

Maktbegjær gir makt. (Gjestespalte om ledelse.)

Sarkastiske ledere. (Gjestekommentar om ledelse.)

Smilefjes er risikosport. (Gjestekommentar om ledelse.)

Kunnskap trumfer kjønn (Gjestespalte om ledelse.)

Feilvurderer egen innsats. (Gjestespalte om ledelse.)

Raushet som monner. (Gjestespalte om ledelse.)

Et godt argument? (Gjestespalte om påvirkning.)

Deltidsfellen (Gjestespalte om ledelse.)

Makt og påvirkningskraft: Slik får du gjennomslag på jobben.

Hva fikk deg til å lese denne artikkelen? : effekter av å bruke spørsmål i overskrifter på Internett

What makes you click? The effect of question headlines on readership in computer-mediated communication

Utadvendt og alltid best? (Gjestespalte om ledelse.)

Maktsyke ledere (Gjestespalte om ledelse.)

Employees’ perceptions of the opportunities to utilize their competences: exploring the role of perceived competence mobilization

Kompetansemobilisering og egenmotivasjon

Kun det beste – eller godt nok?

Maximizing and customer loyalty: Are maximizers less loyal?

Maximizing without difficulty: A modified maximizing scale and its correlates

Perceived competence mobilization: an explorative study of predictors and impact on turnover intentions

On the role of cognitive biases in persuasion

Lederens påvirkningskraft

Introduksjon

Kompetanse - hva er kompetanse?

Similarity judgments in strategy formulation: Role, process and implications

Managerial Problem Finding: Conceptual Findings and Research Findings.

The Norwegian banking crisis: Managerial escalation of decline and crisis

Åpenhet om bruk av kunstig intelligens kan svekke tilliten til en virksomhet

Lederes ego kan være en hindring for endringer og innovasjon

For ung til å lede?

Ansattes holdninger til KI er avgjørende for å lykkes

«Out-of-office»-paradokset

Bør ledere innrømme usikkerhet?

Er Trump et forbilde, eller unntaket som bekrefter regelen?

Bullshit-spillet

Hvorfor er «mørke» personlighetstrekk så vanlige blant ledere?

Leder kvinner på en annen måte enn menn?

Komprimert arbeidsuke eller vanlig femdagersuke?

Fiendtlig ledelse – «tøff kjærlighet»?

Psykopaten bak masken

Holdninger avgjør om uføre får jobb

Kjønnsforskjeller er ofte maktforskjeller

Juksemakeri – personlighet eller kultur?

Stille gruppepress

Smilefjes og jobb

Bakgrunnsbildet i videomøter kan ha større betydning enn mange tror.

Medarbeidere som «slår seg vrang»

Bør politikere ha en utløpsdato?

Narsissistenes hjemmebane

Fattig, dum og lat?

Kontorlandskap neppe verd besparelsen.

Ledelse som gir høy gjennomtrekk.

Ikke alle har samme forutsetning for god selvledelse. Det gjelder også ledere.

La-det-skure-ledelse er mer destruktivt enn mange tror.

Hvordan kan man håndtere giftige ledere?

God ledelse fordrer god relasjon.

Politikere, ukultur og kollektiv maktsyke.

Hva er en medarbeiders "beste alder"?

Hva kjennetegner de beste bedriftslederne i krisetider?

Ropstad, makten og motivasjonen

Fungerer karisma på nett?

Hva avgjør valget mellom hjemmekontor eller jobbkontor på en gitt dag?

Superledelse vil bli stadig viktigere

Utfordringer post pandemi

Ledelse i en utrygg tid

Støtte til individuell utvikling er smart

Finnes det en oppskrift på god ledelse?

Lederes karisma er et tveegget sverd

Glemmer mange ledere noe av det viktigste ved ledelse?

Fleksibel organisering stiller nye krav til ledere

Er god ledelse kulturavhengig?

En leders dagsform spiller faktisk stor rolle