Blazing the trail versus trailing the group: Culture and perceptions of the leader’s position

Menon, Tanya; Sim, Jessica J.; Fu, Ho-Ying; Chiu, Chi‐yue; Hong, Ying‐yi

doi:10.1016/j.obhdp.2010.04.001

Cited by 49 publications

(62 citation statements)

References 51 publications

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“…The present research adds to the rare empirical studies on spatial symbols of leadership (Jackson et al ., ; Menon et al ., ; Schubert, ). As noted by Menon et al .…”

Section: Discussionmentioning

confidence: 99%

Up‐and‐left as a spatial cue of leadership

Paladino

Mazzurega

Bonfiglioli

2017

British J Social Psychol

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Cues of leadership are features that signal who is (or who is expected to be) the leader in a specific context. Although their use is widespread, empirical research is scarce, especially for spatial positioning as a sign of leadership. Based on work on spatial biases, we suggest here that the upper-left corner of a page is a spatial position associated with leadership. In the present studies (N = 455), we investigated this hypothesis and showed that a layout with a photograph positioned in the upper-left corner (compared to the upper-right, lower-left, or lower-right corner) led people to infer that the person portrayed in the photograph had a leading (vs. subordinate) role in the organization. Participants also thought that the upper-left corner was the ideal spatial position to convey a leading (vs. subordinate) role in an organization. Implications of these results for symbols of leadership and spatial biases are discussed.

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“…The present research adds to the rare empirical studies on spatial symbols of leadership (Jackson et al ., ; Menon et al ., ; Schubert, ). As noted by Menon et al .…”

Section: Discussionmentioning

confidence: 99%

Up‐and‐left as a spatial cue of leadership

Paladino

Mazzurega

Bonfiglioli

2017

British J Social Psychol

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“…While Western culture fosters a focus on leadership as individual assertion, Asian cultures appear to imply leadership as group-focused action (Menon, Sim, Fu, Chiu, & Hong, 2010). However, differences in views on effective leadership between Asian cultures have been obtained (Taormina & Selvarajah, 2005).…”

Section: Barriers To Advancementmentioning

confidence: 99%

On becoming a leader in Asia and America: Empirical evidence from women managers

Peus

Braun

Knipfer

2015

The Leadership Quarterly

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders. However, the particular meaning differed between countries. Furthermore, with regard to women's leadership style differences between Asian countries were more salient than between Asia and the U.S.. Implications for leadership theory and practice are discussed.

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“…In contrast to the West, these Eastern traditions emphasize modesty and humility over self-promotion (Heine et al, 1999), and although Westerners are more likely to recognize the role of leaders as standing above the group to assert influence. East Asians tend to view leaders as staying behind the group to provide support (Menon, Sim, Fu, Chiu, & Hong, 2010). For these reasons, it is possible that approach-oriented psychological states and the kind of assertive and proactive behavior they engender might actually lead to lower status within groups in East Asian and other interdependent cultures and contexts.…”

Section: Future Directionsmentioning

confidence: 99%

From the ephemeral to the enduring: How approach-oriented mindsets lead to greater status.

Kilduff

Galinsky

2013

Journal of Personality and Social Psychology

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We propose that the psychological states individuals bring into newly formed groups can produce meaningful differences in status attainment. Three experiments explored whether experimentally created approach-oriented mindsets affected status attainment in groups, both immediately and over time. We predicted that approach-oriented states would lead to greater status attainment by increasing proactive behavior. Furthermore, we hypothesized that these status gains would persist longitudinally, days after the original mindsets had dissipated, due to the self-reinforcing behavioral cycles the approach-oriented states initiated. In Experiment 1, individuals primed with a promotion focus achieved higher status in their newly formed groups, and this was mediated by proactive behavior as rated by themselves and their teammates. Experiment 2 was a longitudinal experiment and revealed that individuals primed with power achieved higher status, both immediately following the prime and when the groups were reassembled 2 days later to work on new tasks. These effects were mediated by independent coders' ratings of proactive behavior during the first few minutes of group interaction. Experiment 3 was another longitudinal experiment and revealed that priming happiness led to greater status as well as greater acquisition of material resources. Importantly, these immediate and longitudinal effects were independent of the effects of a number of stable dispositional traits. Our results establish that approach-oriented psychological states affect status attainment, over and above the more stable characteristics emphasized in prior research, and provide the most direct test yet of the self-reinforcing nature of status hierarchies. These findings depict a dynamic view of status organization in which the same group may organize itself differently depending on members' incoming psychological states.

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Blazing the trail versus trailing the group: Culture and perceptions of the leader’s position

Cited by 49 publications

References 51 publications

Up‐and‐left as a spatial cue of leadership

Up‐and‐left as a spatial cue of leadership

On becoming a leader in Asia and America: Empirical evidence from women managers

From the ephemeral to the enduring: How approach-oriented mindsets lead to greater status.

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