Culture, Personality, and Persuasibility

Chu, Godwin C.

doi:10.2307/2786308

Cited by 17 publications

(6 citation statements)

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“…The other mildly consistent finding is of a negative relationship between the original Janis & Field (118) self-esteem scale, or modifications of it, and persuasibility (70,94,227), though the relationship is often weak or even absent (58,96). The other mildly consistent finding is of a negative relationship between the original Janis & Field (118) self-esteem scale, or modifications of it, and persuasibility (70,94,227), though the relationship is often weak or even absent (58,96).…”

Section: Personality and Persuasibilitymentioning

confidence: 94%

Attitudes and Opinions

Sears¹,

Abeles²

1969

Annu. Rev. Psychol.

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Attitudes and opinions" are a primary focus of attention throughout social psychology, and indeed throughout all of social science. To make our task manageable we have had to define the boundaries of our attention in terms of those set by the standard journals of social psychology; hence we do not deal with such interesting attitudinal matters as prejudice, mass communications, public opinion, or political socialization. Fortunately, recent and conscientious reviews of these topics are available; several chap ters in the revised Handbook of Social Psychology deal with such matters, as do Proshansky (190) and Tannenbaum & Greenberg (239). This restriction is in itself scarcely adequate; our perhaps too lengthy bibliography still cites less than half the relevant published material for this 3-year period. We have tried to devote the most space to those issues that have created the most attention, though wherever possible emphasizing issues on which debate has been focused rather than diffuse. This choice unfortunately maxi mized the probability of reporting confusion rather than clarification; hope fully, student readers will not be discouraged, realizing our sampling has biased the outcome in favor of confusion. SURVEYS OF THE ATTITUDE AREAThe most useful surveys of the area are destined to appear between our writing of this chapter and its appearance in print. Consequently, we have made no serious effort to review them; however, their preprints have circu lated widely, and a little advance advertising is not out of order.The first is the revised edition of the Handbook of Social Psychology, edited by Lindzey and Aronson. This is due in 1968, in five volumes. William McGuire's chapter on "nature of attitudes and attitude change" is likely to lOur coverage spans the period from July 1965, where William J. McGuire ended his 1966 Armual Review chapter, through May 1968. Our debt to McGuire's example will be evident from the organization and content of this review. for their helpful comments on an earlier draft. 253 137 Annu. Rev. Psychol. 1969.20:253-288. Downloaded from www.annualreviews.org Access provided by University of California -San Francisco UCSF on 02/02/15. For personal use only. Quick links to online content Further ANNUAL REVIEWS 254 SEARS & ABELES be the standard source in this area for years to come. A little farther afield are chapters by Harding et at. (103) on prejudice and ethnic relations, Sears (214) on political behavior, and Weiss (256) on mass communications. Rele vant methodological chapters focus on experimentation (14), attitude mea· sUrement (209) , and computer simulation (1).The second has a name so long (Theories of Cognitive Consistency: A Sourcebook), so many editors (6) , so many chapters (84) and so many authors (68) that the worst fears of its alphabetically-first editor seem almost pre ordained: that it will come to be known more economically as "TOCCAS" by Abelson et at. (4) . If nothing else, it is an anatomical comedown for what in the past had been regarded as the hobgoblin of...

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Section: Personality and Persuasibilitymentioning

confidence: 94%

Attitudes and Opinions

Sears¹,

Abeles²

1969

Annu. Rev. Psychol.

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“…Researchers have tried to build relationship between national culture and other variables. National culture has been related to corporate social responsibility (Peng, Dashdeley, & Chih, 2014), personality and persuasibility (Chu, 1966), first impression bias reduction (Fang & Rajkumar, 2013), international business (Leung et al, 2005), fairness in inter-organizational relationships (Lund, Scheer, & Kozlenkova, 2013), organizational learning culture (Skerlavaj, Su, & Huang, 2013), management practices (Newman & Nollen, 1996) and information technology with organizational culture (Leidner & Kayworth, 2006).Nevertheless, main focus of this study is the relationship between national culture and leadership. The field of management and organization has a rich literature concerning the relationship between national culture and leadership (Bass, 1997;Byrne & Bradley, 2007;Dorfman et al, 2012;Pasa et al, 2001;Ronen & Shenkar, 1985;Shaw, 1990;Shim & Steers, 2012;Smith et al, 1989;Suliman & Moradkhan, 2013).…”

Section: Culture and National Culturementioning

confidence: 99%

A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness

Öztürk¹,

Varoğlu²,

Varoğlu³

2017

IJOL

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According to implicit leadership literature, actor-national culture fitness is a necessity to be labeled as a leader. However, studies which focus on implicit leadership theory and national culture have some contradictory findings. A systematic review of these studies reveals that participants could score high on opposite implicit leadership values and a sufficient theoretical explanation for these surprising results have not been given so far. This paper argues that showing full harmony with the cultural expectations of followers is not a necessity to be seen as a leader. Actors who can fill the cultural gap with their different cultural values can also be labeled as leaders. This paper contends that organizational actors with cultural values differing from those of the followers with certain cultural orientations are more likely to be labeled as leaders. People from individualistic societies may be more prone to label 'team oriented leadership' dimension as their outstanding leadership prototype whereas people from masculine societies may show 'humane oriented leadership' as their outstanding leadership prototype.

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“…How would certain dimensions of self-identity that are characteristic of this culture affect people's susceptibility to communication? These are mainly problems having to do with personality and persuasibility in different cultures (Janis and Field, 1959;Chu, 1964).…”

Section: Conceptualization Of Research Problemsmentioning

confidence: 99%

Problems of Cross-Cultural Communication Research

Chu

1964

Journalism Quarterly

Self Cite

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Three broad concepts-elf, significant others and situation-are suggested as tentative guideposts for crosscultural communication research. Sampling and data collection are problems in non-western societies.b I n the post-war era considerable r e search in mass communication has cumulated a sizable amount of empirical knowledge. Most of the experimental studies, however, were carried out against the western cultural background. We have now come face to face with the question of whether our knowledge about communication behavior can be employed with enough generality beyond the boundaries of western societies.This question can only be answered by testing our empirical knowledge in other cultures. Findings from such crosscultural studies will, it is hoped, provide further empirical support to our tional propositions concerning certain important cultural variables. For instance, it may be argued that in a culture which stress= authoritarian submission, people will tend to be overly dependent and have a high need for cognitive clarity. Therefore a persuasive communication presenting a clear-cut one-sided argument will likely be accepted, while a two-sided argument may cause confusion and doubt. It can then ,The author, who received his

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Culture, Personality, and Persuasibility

Cited by 17 publications

References 1 publication

Attitudes and Opinions

Attitudes and Opinions

A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness

Problems of Cross-Cultural Communication Research

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