Up‐and‐left as a spatial cue of leadership

Prete

Atten Percept Psychophys

2020

Anorthoscopy is a presentation mode in which an image is shown sliding behind a slit-shaped aperture, so that it is visible only part by part and never in its entirety. With the aims to assess (1) whether the processing of complex stimuli (faces) correctly occurs in anorthoscopy, and (2) whether the Own-Gender Bias (OGB: the better recognition of stimuli belonging to the same gender of the observer: faster and more accurate) and the Left-Face Bias (LFB: the preference to analyze the left half of the face) occur in such a part by part presentation, we presented female and male faces as whole stimuli (Experiment 1) and in anorthoscopy (Experiments 2 and 3), as well as female/male chimeric faces (Experiment 4), during a gender categorization task. Experiment 1 confirmed that participants correctly categorized the gender of faces, but the OGB was not found. In Experiments 2 and 3 we manipulated the direction (Experiment 2: upward/downward; Experiment 3: leftward/rightward), the speed (slow and fast) of the sliding faces, and the width of the aperture (small and large). Both tasks revealed that facial gender was correctly categorized in anorthoscopy. The OGB was found, but only for males/females in Experiments 2/3, respectively. In Experiment 4 the LFB emerged only in the tachistoscopic session, suggesting that this perceptual bias does not extend to anorthoscopy.

Section: Discussionsupporting

confidence: 84%

Section: Discussionmentioning

confidence: 98%

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Assessing the presence of face biases by means of anorthoscopic perception

Prete

Atten Percept Psychophys

2020

“…However, according to the theoretical arguments sketched above, there should also be a causal effect of spatial representation on power judgment. Previous studies supported this hypothesis using various paradigms (see the Introduction, and in addition, Lakens, et al, 2010;Paladino, Mazzurega, Bonfiglioli, 2017;Schoel, Eck, & Greifeneder, 2014;Thomas & Pemstein, 2015). However, the paradigm we used in our 2007 paper did not hold up in the Many Labs 2 replication (Klein et al, 2018).…”

Section: Study 2: Following Up On Manylabs' Replication Failure With mentioning

confidence: 61%

Power and Vertical Positions in an Organization Chart: A Pre-Registered Replication Report of Study 3a and a Modification of Study 1a, Giessner & Schubert (2007)

Giessner

Schubert

2019

Collabra: Psychology

Study 1a of Giessner and Schubert (2007) found a causal effect of vertical spatial cues on power judgments. Recent work showed that this was a false positive (Klein et al., 2018). Here, we test whether another paradigm (i.e., original Study 3a) can be replicated, and develop an adjusted paradigm of original Study 1a to clarify what kind of vertical spatial cues influence power judgments. Our current preregistered Study 1 confirms original Study 3a of Giessner and Schubert (2007). It shows that information about the power of a leader is represented spatially by placing the leader's box higher in an organigram. Our current Study 2 distinguishes vertical ranks from magnitude of vertical spatial difference without changes in rank. The original Study 1a and the failed replication manipulated only magnitude while leaving rank equal. We confirm the null finding here. However, we also find that vertical rank order does indeed affect power judgments, again in a preregistered study, and in line with prior work. In sum, building on earlier work and the failed replication, we clarify that vertical rank order, but not magnitude of elevation, are associated with power judgments.

Journal of Personality and Social Psychology

“…Vertical spatial cues can also be integrated with horizontal spatial cues to inform leadership judgments. For instance, one study showed that the photo of a company's Chief Executive Office (CEO) is more likely to appear on the upper-left corner of the company's websitea context where information is organized based on visibility (Paladino et al, 2017). Seen together, these findings point to a multimodal representation of hierarchy constructs, where individuals represent hierarchical relations in a dynamic way, with the situation calling upon a particular bodily state or physical dimension that is meaningful in the given situation (Barsalou, 1999(Barsalou, , 2008.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The spatial representation of leadership depends on ecological threat: A replication and extension of Menon et al. (2010).

Stamkou¹,

Homan²,

Kleef³

et al. 2022

Since humanity's first steps, individuals have used nonverbal cues to communicate and infer leadership, such as walking ahead of others. Menon et al., (2010) showed that the use of spatial ordering as cue to leadership differs across cultures: Singaporeans were more likely than Americans to represent leaders behind rather than in front of groups. Furthermore, they showed that threat priming increases the representation of leaders at the back. We replicate and extend these findings. We draw on cultural tightness theory to explain variability in mental representations of leadership, advance the spatial precedence hypothesis that leaders are generally represented in the front, use a large cross-cultural sample to compare different cultural dimensions, and employ alternative operationalizations of threat. We show that leaders are generally represented in frontal spatial positions across 25 countries and in different types of teams. We also find that cultural tightness and ecological threat (pandemic, warfare, and predation) lead people to represent leaders at the back (Studies 1-5). Mediational models show that ecological threat triggers greater desire for tightness and norm-enforcing leaders, which in turn leads people to represent leaders at the back (Study 4). Likewise, in tightly regulated work-teams, leaders are thought of as being seated at the office's back desk (Study 5). Thus, we converge with Menon et al. that different cultures have different mental representations of leaders and individuals who face threats show greater preference for leaders at the back. Additionally, we demonstrate that cultural tightness is the key cultural predictor of mental representations of leadership.