Power and Apology: Why the Powerful May or May Not Apologize

Abstract: The present research explores the intricate relationship between power and apology avoidance within organizational settings. Apologies play a crucial role in managing conflicts, restoring trust, and fostering cooperation in the workplace, yet transgressors often avoid apologizing. The decision to apologize becomes particularly complex in environments charged with power differences, where it intersects with the individual’s authority and control. This study seeks to bridge a significant gap in the literature by introducing dominance concern as a key mediating mechanism and examining the moderating effects of job insecurity and power type (psychological versus structural) on this relationship. Through a series of experimental and non-experimental studies conducted in both laboratory and field settings, our findings reveal that individuals with high power are more likely to show concern for dominance, which in turn reduces their willingness to apologize. Job insecurity intensifies this effect, while structural power increases powerholders’ willingness to apologize, challenging the conventional views that power reduces apology. This research deepens our understanding of the psychological processes underpinning apology behaviors among powerholders, offering practical insights for leaders and individuals in positions of influence.

Keywords: Power; apology; dominance concern; job insecurity; structural power; psychological power