Three studies are reported exploring influence of high versus low power position on effectiveness, estimation one's own and others' efficiency, evaluation of competence and morality of others and distribution of resources. Regardless of the power manipulation there were significant differences between individuals holding different positions in hierarchy. Participants assigned to high power conditions showed many signs of behavioral approach system activation: they ascribed to themselves higher influence and work input and allotted themselves more funds than to subordinates. Participants with subordinate positions showed signs of inhibition system activation: they ascribed to themselves lower influence on task realization and smaller input than supervisors and they allotted themselves less funds than to supervisors. The results are in accordance with approach-inhibition theory of power (Keltner, Gruenfeld & Anderson 2003).