lecture 7 Flashcards

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1
Q

T/F we are naturally inclined to form hierarchies within groups

A

true

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2
Q

what is social dominance orientation

A

our desire for hierarchy varies from person to person

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3
Q

benefits of hierarchies and leadership

A
  • rules for where resources go
  • final say in group decision
  • motivation
  • coordination
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4
Q

what are characteristics of leaders that we like?

A

1.) Skills
2.) Social skills
3.) Selflessness

-expertise and skills in relation to the goals of the group
- strong social skills
- selflessly share resources

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5
Q

what are the dimensions of a persons face?

A

Dominance Trustworthiness

Competence Warmth

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6
Q

trustworthy but not dominant =

A

babyface

  • weak
  • naive
  • submissive
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7
Q

dominant but not trustworthy is

A
  • strong
  • competent
  • dominant
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8
Q

people with a ___ face are treated more leniently within the criminal justice system

A

baby face

though they may have difficulties being hired for an “adult” job or taken seriously upon being hired

evolutionary reason: baby-face = youthful = little threat

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9
Q

what is overgeneralization

A

where a person assumes a characteristic/event which applies to an experience/something will apply to others akin to it

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10
Q

T/F snap-judgements made by one person often does predict the snap judgements made by others

A

true; they are accurate in terms of consensus

consensus =/= accuracy

ex.) a politian rated as more competent is more likely to be elected, even though there isn’t a basis for competency

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11
Q

power is defined as

A

the ability to control one’s own outcomes and those of others; the freedom to act

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12
Q

what’s the definition of leadership

A

the capacity of a person to influence other people

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13
Q

power can be considered within 3 dimensions of social rank

A

1.) status (relative comparison of attributes, leading to differential levels of respect and prominence within a group)
2.) authority (power that comes from an institutionalized role or a formal hierarchy)
3.) dominance (behaviour that has the goal of demonstrating power)

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14
Q

we pick leaders who seem for the group. do leaders remain that way once in power?

A

no

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15
Q

power is the freedom to __

A

act; the removal of constraints

a lack of power is therefore the presence of restraints

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16
Q

when you move from not having power, it can give you the ____ to pursue your own individual goals and desires

A

green light

17
Q

the approach- inhibition theory of power

A

1.) Power = approach
- your goals and become more self-focused
- high levels of power
- less careful
- systematic in assessments of others
- more likely to stereotype
- less accurate judgement of emotions (failure of empathy)

2.) Power = lack of inhibition
- more inappropriate behaviour
- power is associated with sexually assertive behaviour and being aggressive

18
Q

Study examining empathy and power key takeaways

A
  • draw the letter E on forehead so someone across the room can read it
  • those induced to feel more powerful were less likely to mirror the letter E (less likely to take another persons perspective into consideration)
19
Q

priming the idea of power will change a persons behaviour in a sexual context in what ways?

A
  • more flirtatious
  • more likely to touch others without consent
  • more likely to get too close to others
  • increased sexual thoughts
  • more likely to feel attracted to a stranger
  • overestimate another person’s sexual interest in them
20
Q

people in positions of power tend to

A

violate norms of polite communication
- interrupt more
- speak out of turn
- behave rudely

21
Q

fraternity study

A
  • 2 lower in power and 2 higher in power asked to tease each other
  • higher power duo = more aggressive and humiliating
  • lower power duo = restrained
22
Q

how is power a recipe for violence and what are some solutions

A
  • antisocial behaviour
  • focus on own goals
  • lack of empathy

ex.) rape culture, hate crimes, sexual harrassment

SOLUTIONS
- better management of power
- flatter hierarchies
- checks and balances
- transformational leadership

23
Q

what is transformation leadership

A

leadership that develops trust and cooperation within the group and between the group and its leaders

24
Q

traits of a transformative leader

A
  • ethical
  • committed to the well-being of the organization and it’s members
  • encourages people to meet their potential
  • trusts others to think critically and for themselves
  • provides support (emotionally and practically)
25
Q

transformational leadership include 2 types of leadership

A

1.) individually-oriented leadership
- sees followers as individuals and treats them so
- show concern for individual professional development and goals
- know people on a personal level
- recognize individual accomplishments
results:
- high individual performance
- feelings of empowerment
- feelings of identification with the leader

2.) group-oriented leadership
- create opportunities for group events
- share vision/develop a shared story
- build solidarity around a common sense of purpose
results:
- felt more identified with their work teams
- teams showed high levels of performance as a group
- felt that teams and groups were effective
- strong social identities for teams resulted in better performance for the individuals in those teams

26
Q

effective transformational leadership will incorporate both:

A

individual and group oriented leadership

27
Q

what is the prisoner’s dilemma

A
  • 2 suspects held on the suspicion of a crime they committed
  • police only have evidence to convict the lesser crime
  • need to get one suspect to testify against the other
  • interrogated separately (both offered a chance to implicate the other in exchange for leniency)
  • if they remain silent both will receive the lesser charge (2 years)
  • if one testifies then they will go free, the other will serve 5 years, if both testify neither get the max sentence but no one goes free.
  • trust and cooperation is the best outcome