[When power is undeserved: its effects on perception and social judgements]

This paper explores the impact of the legitimacy of power position on powerholders' impressions, expectancies' confirmation processes, and decisions about subordinates in the context of a personnel selection process. Participants were assigned to a power position (they were told they will be representatives in a students conference and they will be able to select a mate to go also to the conference and to work under their supervision) on the basis of positive feedback regarding their supervisory skills (legitimate) or negative feedback regarding their supervisory skills (illegitimate). Two applicants were proposed as subordinates: one high in sociability and competence and the other low in both dimensions. Although participants in the two conditions noticed the superiority of one candidate over the other, illegitimate powerholders selected the least sociable and competent subordinate more often than legitimate powerholders. Illegitimate participants also request more information about the best than about the worse candidate. We interpret our findings in light of the larger literature suggesting an impact of illegitimacy on people's attempts to rationalize and justify their position as well as to perpetuate the existing social arrangement.