The downside of looking like a leader: Power, nonverbal confidence, and participative decision-making

Locke, Connson C.; Anderson, Cameron

doi:10.1016/j.jesp.2014.12.004

Cited by 35 publications

(19 citation statements)

References 36 publications

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“…Individuals can dress for status, pose powerfully, emote dominantly, and act nonverbally like a leader (19, 20, 21, 22, 23, 24). Groups as a whole can enact embodiments parallel to those of individuals (e.g., when the powerful group expresses dominant emotions, such as anger, their violent actions seem more legitimate; 25).…”

Section: Encounters Across Power/statusmentioning

confidence: 99%

Status, power, and intergroup relations: the personal is the societal

Fiske

Dupree

Nicolas

et al. 2016

Current Opinion in Psychology

129

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Hierarchies in the correlated forms of power (resources) and status (prestige) are constants that organize human societies. This article reviews relevant social psychological literature and identifies several converging results concerning power and status. Whether rank is chronically possessed or temporarily embodied, higher ranks create psychological distance from others, allow agency by the higher ranked, and exact deference from the lower ranked. Beliefs that status entails competence are essentially universal. Interpersonal interactions create warmth-competence compensatory tradeoffs. Along with societal structures (enduring inequality), these tradeoffs reinforce status-competence beliefs. Race, class, and gender further illustrate these dynamics. Although status systems are resilient, they can shift, and understanding those change processes is an important direction for future research, as global demographic changes disrupt existing hierarchies.

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Section: Encounters Across Power/statusmentioning

confidence: 99%

Status, power, and intergroup relations: the personal is the societal

Fiske

Dupree

Nicolas

et al. 2016

Current Opinion in Psychology

129

View full text Add to dashboard Cite

show abstract

“…Powerholders' inattentiveness to others can also have negative consequences for the groups they lead. The confidence exhibited by a powerful person causes others to speak less in group discussions, in part because they interpret that confidence as a sign of competence [12]. This leads more powerful team leaders to dominate conversations, preventing other team members from communicating and thus diminishing team performance [13*].…”

Section: Interpersonal Consequences Of Power and Status Differentialsmentioning

confidence: 99%

The interpersonal nature of power and status

Smith

Magee

2015

Current Opinion in Behavioral Sciences

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“…Some of this may also require the bolstering of the power of followers. We already know that increasing a leader's sense of power can inhibit the expression of opinions and ideas by those interacting with the high-power person (Locke & Anderson 2015, Tost et al 2013. We may therefore need more research on how to get the voices of those without power to be effectively heard.…”

Section: Power In Organizationsmentioning

confidence: 99%

Stumbling Toward a Social Psychology of Organizations: An Autobiographical Look at the Direction of Organizational Research

Staw

2016

Annu. Rev. Organ. Psychol. Organ. Behav.

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I recount some of my early experiences in the field and how they shaped my views about conducting research. As I describe it, my entry into organizational behavior was not at all seamless, requiring a series of adjustments along the way. Like many of my colleagues who had moved into the field of organizational behavior, I had to find a source of valued added-a new perspective or set of alternative ideas to contribute to the field. This process of adjustment, I fear, is no longer so prevalent in the field today. Although many social psychologists have migrated to business schools, they are still by and large doing social psychological rather than organizational research. They often extend social psychological theories to the business context, but they rarely seek to reframe and reformulate core organizational issues and problems. For this to change, I argue that future research needs to become more contextual and phenomenon-driven. My hope is that, with the recent upsurge in talent entering the field, we can find a way to harvest more of its creativity, moving from the application of social psychology to a genuine social psychology of organizations.

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The downside of looking like a leader: Power, nonverbal confidence, and participative decision-making

Cited by 35 publications

References 36 publications

Status, power, and intergroup relations: the personal is the societal

Status, power, and intergroup relations: the personal is the societal

The interpersonal nature of power and status

Stumbling Toward a Social Psychology of Organizations: An Autobiographical Look at the Direction of Organizational Research

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