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Social psychology > Leadership and Social influence > Flashcards

Leadership and Social influence Flashcards

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1
Q

Conformity

A

-no explicit requirement is made to do a task but peer influence and need for acceptance drives one to do the task

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2
Q

Obedience

A

-refers to condition where the individual is explicitly asked to do a task and the instruction comes from an authority

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3
Q

Who conforms?

A

-people of lower intelligence
-poorer ego strength
-poor leadership abilities
-inferiority feeling
Men conform less than women

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4
Q

Sherif

A
  • used Phi phenomenon to study conformity
  • individuals initially provided their own responses when asked about the distance moved by the light but when in a group they modified their answers and group norms emerged
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5
Q

Asch

A
  • the size of group majority up to 3-5 people influences conformity
  • a much larger majority did not influence individual decisions
  • giving opinions privately reduced conformity
  • the more consistent the majority was, the more the conformity of the rest
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6
Q

Factors increasing obedience

A
  • authority figure providing instructions
  • administering by proxy
  • relieving the subject from responsibility for actions
  • achieving ‘agentic’ state
  • authoritarian personality of subjects obey more
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7
Q

Factors reducing obedience

A
  • proximity to shocked victim
  • remoteness of authority
  • peer rebellion against instructions
  • increased sense of responsibility for the plight of the victim
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8
Q

Milgram’s experiments on obedience

A
  • subjects were asked to administer electric shocks to victims kept in a different room
  • the sham victim would make crying sounds in pain on increasing the dose of electricity
  • the subjects continued to deliver the shocks
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9
Q

Risky shift

A

-the group can make more risky decisions that what an individual can

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10
Q

Group polarisation

A

-group discussion process can polarize a group in the direction that most individuals were heading already

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11
Q

Groupthink

A
  • during extreme decisions, the desire to agree with other members of a group can override rational judgement applicable to individual decision making
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12
Q

Normative influence

A

-people have to not appear odd or ‘stand out’ so they agree with others

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13
Q

Informational influence

A

-having more information after group discussion can facilitate decision making

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14
Q

Social identity

A
  • a group norm is established soon after a group is formed. This creates a social identity and pressure to conform to maintain the belongingness
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15
Q

Robert Bales

A
  • made observations around small group communication in the early 1950s
  • in small groups, discussion initially tended to shift back and frorth quickly between a task and its relevance to group members
  • this helped balance task completion and group cohesion
  • later a linear phase emerged going towards a decision
  • the most talkative member spoke for 40-50% of the time and the second 23-30% of the time, dominating the conversation to the detriment of others
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16
Q

French and Raven

A

-6 sources of social (or organizational power)
1. reward power
2. coercive power
3. legitimate power
4. referent power
5. expert power
6. information power
RRELIC

17
Q

Reward power

A

French and Raven

-based on the perceived ability to give positive consequences or remove negative ones

18
Q

Referent power

A

French and Raven

-through association with others who possess power

19
Q

Expert power

A

French and Raven

-based on having distinctive knowledge, expertness, ability or skills

20
Q

Legitimate power

A

French and Raven
-based on the perception that someone has the right to prescribe behavior due to election or appointment to a position of responsibility

21
Q

Information power

A

French and Raven
Similar to expert power
-based on controlling the information

22
Q

Coercive power

A

French and Raven

-The perceived ability to punish those who do not conformwith your ideas or demands

23
Q

Lewin’s styles of leadership (1939)

A
  • Autocratic- leader’s decision-making occurs without consultant from the others and causes the most discontent
  • Democratic: leader’s decision making involves others although the decision may ultimately be made by the lear having discussed opinions. Time consuming
  • Laissez-faire: leader’s involvement in decision-making is minimal so others make their own decision. Only works if others are capable and motivated
24
Q

Kelman’s psychological factors of influence

A
  1. Compliance: responding favourably to a request from another
  2. Identification: change in attitude/beheaviour due to the influence of someone that is liked
  3. Internalisation: process of acceptance of a set of norms established by a group/person influential on the individual. The content of the influence if intrinsically rewarding
25
Q

Prejudice components

A
  1. cognitive- stereotypes
  2. affective- hostility
  3. behavioural component
26
Q

Allport behavioural components of prejudice

A
  • anti-locution: private remarks are made about people but not in public
  • avoidance
  • discrimination
  • physical attack
  • extermination in terms of increasing severity
27
Q

Adorno’s authoritarian personality theory

A
  • authoritarians are prejudiced in a generalized manner
  • doesn’t explain sudden surges in prejudice
  • no experimental proof
  • difficult upbringing and disciplinarian rules in childhood may lead to a projection of difficulties in minorities
28
Q

Scapegoating theory

A
  • related to the frustration-aggression model of Dollard
  • in situations of extreme frustration when the sources of such frustration is too powerful, we may tend to displace aggression towards a soft target
  • choice of scapegoat depends of the prevailing social mood
29
Q

Relative deprivation theory

A
  • discrepancy between actual attainments and expectations of society is called relative deprivation
  • any acute changes can cause a sudden substantial relative deprivation leading to unrest and scapegoating
  • subject to individuals in a group and competition may be within individuals (egoistic) or between groups (fraternalistic)
30
Q

Realistic conflict theory

A
  • mere suggestion of competition is enough to trigger prejudices
  • Sherif’s Robbers Cove experienments: boys formed strong group ideas and identity and hated the other groups
31
Q

Social identity theory

A
  • an individual’s positive self-image depends on both personal and social identities
  • each individual strives to improve his group’s success to foster his own image
  • this leads to prejudice against other groups
32
Q

Blue eyes and brown eyes experiment

A
  • Elliott

- when one experiences prejudice first hand, his own discriminatory behavior reduces later

33
Q

Contact hypothesis

A
  • Allport
  • when contact occurs between opposite group members under equal status in pursuit of common goals, this can reduce prejudice
  • personal friendship is not needed

Social psychology (6 decks)

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