An unconscious desire for hierarchy? The motivated perception of dominance complementarity in task partners.

In 6 studies, the authors examined the perception of dominance complementarity, which is the perception of a target as different from the self in terms of dominance. The authors argue that these perceptions are motivated by the desire for positive task relationships. Because dominance complementarity bodes well for task-oriented relationships, seeing dominance complementarity allows one to be optimistic about a work relationship. As evidence that perceptions of dominance complementarity are an instance of motivated perception, the authors show that complementary perceptions occur when participants think about or expect task-oriented relationships with the target and that perceptions of dominance complementarity are enhanced when individuals care about the task component of the relationship. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Authoritarian dynamics and unethical decision making: High social dominance orientation leaders and high right-wing authoritarianism followers.

When dilemmas require trade-offs between profits and ethics, do leaders high in social dominance orientation (SDO) and followers high in right-wing authoritarianism (RWA) make decisions that are more unethical than those made by others? This issue was explored in 4 studies with female participants performing managerial role-playing tasks. First, dyads comprising a person who was either low or high in SDO and a person who was either low or high in RWA negotiated for a leadership position. People high in SDO were more likely to obtain leader positions than to obtain follower positions. No other effects were significant. Second, leaders high in SDO partnered with an agreeable (confederate) follower made decisions that were more unethical than those of leaders low in SDO. Third, followers high in RWA were more acquiescent to and supportive of an unethical (confederate) leader than were followers low in RWA. Fourth, high SDO leader-high RWA follower dyads made decisions that were more unethical than those made in role-reversed dyads because leaders had more influence. Implications of these results for conceptualizing SDO, RWA, and authoritarian dynamics are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal Orientation: Effects on Backing Up Behavior, Performance, Efficacy, and Commitment in Teams.

The author examined the predictive validity of goal orientation in teams on both team process and outcome variables. Results indicate that when mean goal orientation scores were used as a way of describing team members' inputs, learning orientation was related to backing up behavior, efficacy, and commitment. The relationships between performance orientation and efficacy and commitment, however, were more complex and were clarified when task performance was also taken into account. Performance orientation had a negative effect on efficacy when task performance was low and a positive effect on commitment when task performance was high. The implications of these findings for theory and research on goal orientation in teams and team staffing are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Give a person power and he or she will show interpersonal sensitivity: The phenomenon and its why and when.

The goal of the present research was to investigate whether high or low power leads to more interpersonal sensitivity and what potentially mediates and moderates this effect. In Study 1, 76 participants in either a high- or low-power position interacted; in Study 2, 134 participants were implicitly primed with either high- or low-power or neutral words; and in Study 3, 96 participants were asked to remember a situation in which they felt high or low power (plus a control condition). In Study 4, 157 participants were told to identify with either an egoistic, empathic, or neutral leadership style. In all studies, interpersonal sensitivity, defined as correctly assessing other people, was then measured using different instruments in each study. Consistently, high power resulted in more interpersonal sensitivity than low power. Feeling respected and proud was partially responsible for this effect. Empathic power as a personality trait was related to more interpersonal sensitivity, and high-power individuals who adopted an empathic instead of an egoistic leadership style were more interpersonally sensitive. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managing discrimination in selection: The influence of directives from an authority and social dominance orientation.

The authors examined one manner in which to decrease the negative impact of social dominance orientation (SDO), an individual difference variable that indicates support for the "domination of 'inferior' groups by 'superior' groups" (J. Sidanius & F. Pratto, 1999, p. 48), on the selection of candidates from low-status groups within society. Consistent with the tenets of social dominance theory, in 2 studies we found that those high in SDO reported that they were less likely to select a potential team member who is a member of a low-status group (i.e., a White female in Study 1 and a Black male in Study 2) than those low in SDO. However, explicit directives from an authority moderated this effect such that those high in SDO were more likely to select both candidates when authority figures clearly communicated that job performance indicators should be used when choosing team members. Thus, our studies suggest that the negative effects of SDO may be attenuated if those high in SDO are instructed by superiors to use legitimate performance criteria to evaluate job candidates. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intergroup consensus/disagreement in support of group-based hierarchy: An examination of socio-structural and psycho-cultural factors.

A meta-analysis examined the extent to which socio-structural and psycho-cultural characteristics of societies correspond with how much gender and ethnic/racial groups differ on their support of group-based hierarchy. Robustly, women opposed group-based hierarchy more than men did, and members of lower power ethnic/racial groups opposed group-based hierarchy more than members of higher power ethnic/racial groups did. As predicted by social dominance theory, gender differences were larger, more stable, and less variable from sample to sample than differences between ethnic/racial groups. Subordinate gender and ethnic/racial group members disagreed more with dominants in their views of group-based hierarchy in societies that can be considered more liberal and modern (e.g., emphasizing individualism and change from traditions), as well as in societies that enjoyed greater gender equality. The relations between gender and ethnic/racial groups are discussed, and implications are developed for social dominance theory, social role theory, biosocial theory, social identity theory, system justification theory, realistic group conflict theory, and relative deprivation theory. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

When birds of a feather flock together and when they do not: Status composition, social dominance orientation, and organizational attractiveness.

Although similarity-attraction notions suggest that similarity--for example, in terms of values, personality, and demography--attracts, the authors found that sometimes demographic similarity attracts and sometimes it repels. Consistent with social dominance theory (J. Sidanius & F. Pratto, 1999), they demonstrated in 3 studies that when prospective employees supported group-based social hierarchies (i.e., were high in social dominance orientation), those in high-status groups were attracted to demographic similarity within an organization, whereas those in low-status groups were repelled by it. An important theoretical implication of the findings is that social dominance theory and traditional similarity-attraction notions together help explain a more complex relationship between demographic similarity and attraction than was previously acknowledged in the organizational literature. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An extension of uncertainty management theory to the self: The relationship between justice, social comparison orientation, and antisocial work behaviors.

A multisource field study of 103 employees and their supervisors tested an extension of uncertainty management theory (E. A. Lind & K. Van den Bos, 2002; K. Van den Bos & E. A. Lind, 2002). According to this theory, persons high in social comparison orientation (F. X. Gibbons & B. P. Buunk, 1999) experience chronic uncertainty about the self. It was hypothesized that this should strengthen the effects of interactional and procedural justice perceptions on antisocial work behaviors. As predicted, the negative relationship between employee perceptions of interactional justice and supervisory ratings of antisocial work behaviors was stronger for people who are high as compared with low in social comparison orientation. Results provide evidence for an extension of uncertainty management theory to the self-domain. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Cognitive Dissonance in Groups: The Consequences of Disagreement.

As L. Festinger (1957) argued, the social group is a source of cognitive dissonance as well as a vehicle for reducing it. That is, disagreement from others in a group generates dissonance, and subsequent movement toward group consensus reduces this negative tension. The authors conducted 3 studies to demonstrate group-induced dissonance. In the first, students in a group with others who ostensibly disagreed with them experienced greater dissonance discomfort than those in a group with others who agreed. Study 2 demonstrated that standard moderators of dissonance in past research-lack of choice and opportunity to self-affirm, similarly reduced dissonance discomfort generated by group disagreement. In Study 3, the dissonance induced by group disagreement was reduced through a variety of interpersonal strategies to achieve consensus, including persuading others, changing one's own position, and joining an attitudinally congenial group. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice.

This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately 1 year after its completion. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The socialization of dominance: Peer group contextual effects on homophobic and dominance attitudes.

Using the framework of social dominance theory, the current investigation tested for the contextual effects of adolescent peer groups on individuals' homophobic and social dominance attitudes. Results from multilevel models indicated that significant differences existed across peer groups on homophobic attitudes. In addition, these differences were accounted for on the basis of the hierarchy-enhancing or -attenuating climate of the group. A group socialization effect on individuals' social dominance attitudes over time was also observed. Furthermore, the social climate of the peer group moderated the stability of individuals' social dominance attitudes. Findings support the need to examine more proximal and informal group affiliations and earlier developmental periods in efforts to build more comprehensive theoretical models explaining when and how prejudiced and dominance attitudes are formed and the way in which they are perpetuated. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The influence of some types of power relationships and game strategies upon the development of interpersonal trust.

"The present study sought to determine how a player in different positions of relative power could exercise this power in the form of various game playing strategies so as to induce an individualistic S to adapt to a cooperative orientation." The greater the power S experiences over another, the more trusting he can permit himself to be; S will respond differently to varying degrees of co-operativeness in another under conditions of equal power. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sexual overperception: Power, mating motives, and biases in social judgment.

Results from 4 experiments suggest that power motivates heightened perceptions and expectations of sexual interest from subordinates. Having power over a member of the opposite sex activated sexual concepts that persisted across a temporal delay, indicating the activation of a mating goal (Study 1). Having power increased participants' expectations of sexual interest from a subordinate (Study 2) but only when a mating goal was attainable (i.e., when the subordinate was romantically available; Study 3). In a face-to-face interaction between 2 participants, power heightened perceptions of sexual interest and sexualized behavior among participants with chronically active mating goals (i.e., sexually unrestricted individuals; Study 4). Tests of mediation demonstrated that sexual overperception mediated power's effect on sexually tinged behavior. Through its capacity to induce goal pursuit, power can activate mating goals that sexualize interactions between men and women. This research demonstrates one route through which power might lead to sexual harassment. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group Belongingness and Procedural Justice: Social Inclusion and Exclusion by Peers Affects the Psychology of Voice.

The authors focus on the relation between group membership and procedural justice. They argue that whether people are socially included or excluded by their peers influences their reactions to unrelated experiences of procedural justice. Findings from 2 experiments corroborate the prediction that reactions to voice as opposed to no-voice procedures are affected more strongly when people are included in a group than when they are excluded from a group. These findings are extended with a 3rd experiment that shows that people who generally experience higher levels of inclusion in their lives respond more strongly to voice as opposed to no-voice procedures. It is concluded that people's reactions to procedural justice are moderated by people's level of inclusion in social groups. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Participation, information, and control in small groups: An actor-partner interdependence model.

Substantive participation during small group discussion is based on the distribution of information resources within groups. However, those with an information advantage may choose not to contribute to the discussion for a variety of reasons. The authors hypothesized that interpersonal control (defined as the ability, desire, and skill to influence what is talked about and by whom during discussion) moderates the relation between information and participation. One's perceived interpersonal control, however, is relative to that of his or her colleagues; the amount of control one exerts is related to that exerted by others. Participants, in groups of four, collaborated on a psychological profile task. Results indicate a complex relation among information quantity, interpersonal control, and partners' interpersonal control. Discussion addresses participation in competitive and collaborative group contexts. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Color-blind racial attitudes, social dominance orientation, racial-ethnic group membership and college students' perceptions of campus climate.

Racial-ethnic group membership, color-blind racial attitudes (i.e., unawareness of racial privilege, institutional discrimination, and blatant racial issues), and social dominance orientation were used to predict perceptions of campus climate in general and specifically for people of color among a sample of 144 undergraduate, graduate, and professional students at a predominately White university. Results indicate that after controlling for racial-ethnic minority status, perceptions of "general campus climate" (GCC) and "racial-ethnic campus climate" (RECC) are predicted by color-blind racial attitudes. Post hoc analyses indicated that unawareness of racial privilege partially mediated the relationship between race and RECC and fully mediated the relationship between race and GCC. Individuals with higher levels of color-blind racial attitudes tend to perceive the campus climate more positively. Implications for research, training and practice are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Interpersonal characteristics of male criminal offenders: Personality, psychopathological, and behavioral correlates.

Interest in conceptualizing the interpersonal style of individuals who engage in serious antisocial behavior has increased in recent years. This study examines the personality, psychopathological, and behavioral correlates of interpersonal dominance and warmth, as operationalized via scales of the Personality Assessment Inventory (L. Morey, 2007), across several samples of male prison inmates (combined N = 1,062). Consistent with theory, multivariate analyses indicated that low warmth and, to a lesser extent, high dominance were associated with antisocial and paranoid traits, specifically, and externalizing-spectrum psychopathology more generally, whereas borderline traits and internalizing-spectrum psychopathology were uniquely associated with low interpersonal warmth. Among smaller subsamples of inmates followed prospectively, high dominance and, to a lesser extent, low warmth predicted general and aggressive institutional misconduct, whereas dominance uniquely predicted staff ratings of treatment noncompliance/failure. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

On the Categorization of Admired and Disliked Exemplars of Admired and Disliked Racial Groups.

The present work examined the influence of affective fit in the racial categorization process. Study 1 tested whether famous exemplars of stigmatized and nonstigmatized racial groups are categorized by race at differential rates, depending on whether they are admired or disliked. Using an inverted-face paradigm, Study 2 examined whether racial categorization accuracy differs for admired and disliked exemplars of these groups. Study 3 examined the influence of collective self-esteem on Whites' tendency to differentially categorize admired and disliked Black and White exemplars. Last, Study 4 replicated the pattern of results found in the previous studies for White participants, making use of unknown exemplars about whom participants learned either positive or negative information prior to categorizing them. Taken together, the results suggested that phenotypically irrelevant affective information regarding exemplars and their social group memberships influences the racial categorization process. Implications for prejudice and stereotyping are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Understanding the Emergence of State Goal Orientation in Organizational Work Groups: The Role of Leadership and Multilevel Climate Perceptions.

This article attends to a broad range of practically significant employee motivations and provides insight into how to enhance individual-level performance by examining individual-level state goal orientation emergence in organizational work groups. Leadership and multilevel climate processes are theorized to parallel each dimension of state goal orientation to cue and ultimately induce the corresponding achievement focus among individual work group members. It is argued that the patterns of leader behavior, which elucidate the leader's achievement priority, shape group members' psychological and work group climate to embody this priority. Resulting multilevel climate perceptions signal and compel group members to adopt the ascribed form of state goal orientation. The quality of the leader-member exchange relationship is viewed as a means to clarify leader messages in the formation of group members' psychological climate and internalize these cues in the emergence of state goal orientation. Considerations for future research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Power and the objectification of social targets.

Objectification has been defined historically as a process of subjugation whereby people, like objects, are treated as means to an end. The authors hypothesized that objectification is a response to social power that involves approaching useful social targets regardless of the value of their other human qualities. Six studies found that under conditions of power, approach toward a social target was driven more by the target's usefulness, defined in terms of the perceiver's goals, than in low-power and baseline conditions. This instrumental response to power, which was linked to the presence of an active goal, was observed using multiple instantiations of power, different measures of approach, a variety of goals, and several types of instrumental and noninstrumental target attributes. Implications for research on the psychology of power, automatic goal pursuit, and self-objectification theory are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)