Dominance and Friendliness: On the Interaction of Gender and Situation

Moskowitz, D. S.

doi:10.1111/j.1467-6494.1993.tb00286.x

Cited by 28 publications

(29 citation statements)

References 52 publications

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“…As defined here, social dominance is distinct from, but has aspects in common with, trait theories of dominance from personality psychology (e.g., Moskowitz, 1993;Mudrack, 1993). Although individual-level qualities are central to the presented view (e.g., multiple qualities predict relative standing within the group such as size, temperament, and motivation; Hawley & Little, in press;Savin-Williams, Small, & Zeldin, 1981), these qualities are not in themselves social dominance.…”

Section: Discussionmentioning

confidence: 85%

The Ontogenesis of Social Dominance: A Strategy-Based Evolutionary Perspective

Hawley

1999

Developmental Review

674

764

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Social dominance results when members of a social group vary in their ability to acquire resources in the presence of others (i.e., compete). Traditional approaches to social dominance often emphasize coercive behavior, but nonetheless suggest that dominant individuals are socially central (e.g., watched, attractive social partners). These patterns, however, apply to humans only up to a certain age. This apparent discontinuity may give the false impression that social dominance is less relevant to human social organization than it is to animal social organization. This paper reintroduces the ethological concept of social dominance, but reinterprets it from a strategy-based perspective. That is, if social dominance is defined as differential ability to control resources-without reference to how this is done-then children evidently employ different strategies to compete with peers (e.g., coercive and prosocial). Furthermore, the type of strategy children employ and peers' responses to it depend largely on the ages of the children. By adopting a strategy-based approach to social dominance and explicitly incorporating developmental processes and uniquely human capacities, human social dominance patterns appear to be more similar to primate patterns than commonly believed. Implications for social competence, peer relationships, and the development of the self are discussed. © 1999 Academic PressSurvival, growth, and development oblige resource acquisition (Ricklefs, 1979), and resource acquisition compels competition (Darwin, 1859). The role that this principle plays in the lives of nonhuman species is virtually unquestioned. The issue is less clear for humans, however, largely because competition ranges from the trivial (e.g., the last chocolate donut) to the crucial (e.g., the last liter of potable water) and because humans claim to hold equity in high esteem. Yet for any species, individuals are not all equally able to procure the necessities (or niceties) of life. The natural asymmetries

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Section: Discussionmentioning

confidence: 85%

The Ontogenesis of Social Dominance: A Strategy-Based Evolutionary Perspective

Hawley

1999

Developmental Review

674

764

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“…2. Although it is generally acknowledged that males report greater interest in attaining social dominance (Neppl & Murray, 1997;Sidanius, Pratto, & Rabinowitz, 1994), the manipulation of gender identification has been found to moderate this relationship (Wilson & Liu, 2003) and social dominance has not been found to be associated with an individual's sex in any simple fashion (Moskowitz, 1993;Ratliff & Conley, 1981). Hence no predictions are offered for social dominance and focal manager's sex.…”

Section: Discussionmentioning

confidence: 99%

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Vecchio

Anderson²

2009

Int J Selection Assessment

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Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 3601 feedback program. Polynomial regression was used to study the congruence of selfratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self-other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.

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“…Thus, action orientation was manipulated through role assignments, but perceptions of action orientation were also measured for each group member. The role manipulation and perceptions of action orientation were expected to predict inferences of power after controlling for a number of variables that research suggests would affect these inferences, such as demographic characteristics (e.g., sex, race, and age; Berger, Rosenholz, & Zelditch, 1980;Dovidio et al, 1988), perceptions of competence (Berger et al, 1980;Driskell et al, 1993), familiarity with group members (Moskowitz, 1993), personality dominance (Aries et al, 1983), and whose color was actually chosen by the group.…”

Section: Overview and Designmentioning

confidence: 99%

Seeing power in action: The roles of deliberation, implementation, and action in inferences of power

Magee

2009

Journal of Experimental Social Psychology

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Dominance and Friendliness: On the Interaction of Gender and Situation

Cited by 28 publications

References 52 publications

The Ontogenesis of Social Dominance: A Strategy-Based Evolutionary Perspective

The Ontogenesis of Social Dominance: A Strategy-Based Evolutionary Perspective

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Seeing power in action: The roles of deliberation, implementation, and action in inferences of power

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