UC San Diego

High-power people frequently receive compliments from subordinates, yet little is known about how high-power people respond to praise. The current research addresses this gap in the empirical literature by testing the primary hypothesis that high-power people discount others’ praise more than equal- and low-power people. Secondary hypotheses also tested whether high-power people’s tendency to discount positive feedback would paradoxically heighten negative perceptions of others. Evidence from two experiments (one preregistered) reveals that high-power participants discounted feedback from others more than low- and equal-power participants. However, high-power people’s tendency to discount feedback only produced negative partner perceptions when positive feedback, but not neutral feedback, was discounted. These results suggest that compliments may sometimes backfire and lead high-power people to discount praise and form negative impressions of subordinates.