Video Summary

When a leader steps in to help, it often feels supportive and necessary. But beneath that moment lies a deeper question. What kind of help is actually being offered?

This research, published in the Journal of Applied Psychology by ISB’s Professor Hemant Kakkar and Jessica J. W. Paek of Indiana University, examines an important but often overlooked distinction in leadership. It is not just about whether leaders help, but how they help.

The study identifies two fundamentally different approaches. Some leaders solve problems for their employees. This creates immediate relief but also reinforces reliance. Others guide employees through the problem and help them build the capability to handle similar challenges on their own. Both approaches seem helpful in the short term, but they lead to very different outcomes over time.

To understand what drives these choices, the researchers conducted a series of rigorous studies. This included controlled experiments as well as a large time-lagged field study involving 105 supervisors and 420 employees. The findings reveal a clear pattern. Leaders who are oriented toward dominance and seek control are more likely to provide dependency-focused help. Leaders who are oriented toward prestige and seek respect are more likely to provide autonomy-building help.

The research also identifies an underlying psychological mechanism called a zero-sum mindset. Leaders who see success as limited are more likely to hold on to knowledge and maintain dependence. Those who see success as expandable are more likely to share knowledge and develop others. This effect becomes stronger when leaders feel their status is under threat. Dominant leaders tend to tighten control, while prestige-oriented leaders continue to support development.

The insight is simple but powerful. Helping is not a neutral act. It can either spread capability across a team or keep it concentrated at the top.

The takeaway is equally important. Over time, the way leaders choose to help shapes employee growth, team capability, and how power is distributed within organizations.

Authored by ISB Editorial

Disclaimer: This video features research and insights developed at the Indian School of Business. While interpretations are those of the researchers, the content reflects ISB’s commitment to rigorous, impactful scholarship. The material is intended to inform, provoke thought, and support informed decision-making. It does not constitute professional advice or institutional endorsement of specific outcomes.