adsf Flashcards
tactics to manipulate perception of trustworthiness
-testimonials and edormsents
-presenting the message as education
-word of mouth
-maven
Thompson 2004 study
when women were told they were poor negotiators and would not succeed on a task, led them to work harder be more successful at the task
PSYCHOLOGICAL REACTANCE
decenter
a person who speaks against the group consensus/ sticks to their own opinion
private acceptance is to _______ as public conformity is to _________
private: informative social influence
public: normative social influence
social proof
if everyone is doing it, it must be right
triad of trustworthiness
perceived authority, honesty, and likeability
social power
the ability of a person to create conformity even when people being influenced may attempt to resist those chnages
What did John French and Bertram Raven come up with?
types of power
1.) reward
2.) coercive
3.) legitimate
4. referent
5.) expert
reward power
person is able to influence others by providing them with positive outcomes (ex: teacher gives extra credit -> most likely to produce public compliance than private acceptance
coercive power
power based on ability to create negative outcomes for others by bullying, intimidating, or punishing (ex: friend getting what they want but humiliating, teasing, ostracism)
legitimate power
power vested in those appointed or elected to positions of authority -> power is successful because appropriate (ex: polititians)
expert power
info-based influence based on fundamental desire to obtain valid and accurate info and where the outcome is likely to be private acceptance (ex: conforming to the beliefs/ instructions of a doctor)
Leadership
the ability to direct/inspire others to achieve goals
person-situation interactions
can determine by using Contingency Model of Leadership Effectiveness
-which is that effective leadership is contingent upon situations at hand
person vairables
-personality theories of leadership (idea that some people are “natural leaders”
-intelligence
-social skills
-charisma
-transactional vs transformational leaders
transactional leaders
work with other people to help them understand wha tis needed and how to get the work done
transformational leaders
charismatic leaders who have a vision of where the group is going. Inspire people around them to be better
results of men in studies
-less likely to conform than women
-hold higher status in most societies
-perceived as effective leaders
-rose to be leaders when placed in small groups
results of women in studies
-conform to prevent social disagreement
-more concerned with connecting with others and keeping harmony
not promoted as fast as men
-when in position of leadership, lead by traditional leadership behavior (usually disliked because norm in a position of power is to have masculine behavior)
Kim and Markus (1999) study
Found that U.S. magazine (individualistic culture) ads tended to focus on uniqueness whereas Korean ads (collectivistic culture) tended to focus more on conformity
Pennebaker and Sanders (1976)
-Attempted to get people to stop writing graffiti on walls of campus restrooms
-2 flyers. One demanded. Second said “please”
-Those who felt threatened by demand experienced -PSYCHOLOGICAL RESISTANCE
referent power
influence-based on identification with, attraction to, or respect for the power-holder
