Social Status Flashcards

1
Q

What is social status?

A

Respect + Admiration = the extent to which an individual/ group is respected/ admired by others (Ridgeway & Walker, 1995; Magee & Galinsky, 2008

Deference = status causes a no. of voluntary deference a person gets from others (Henrich & Gil-White, 2001)

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2
Q

Who gains social status?

A

High social status = individuals who advance group goals:
- Committed group members (Willer, 2009)
- Self-less + generous group members (Flynn et al., 2012; Hardy & Can Vugt, 2006)
- extraverted (Anderson et al., 2001)
- Dominance (Anderson & Kilduff, 2009)
- Competence displaying (Anderson et al., 2006)

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3
Q

Why do we voluntary defer to people who are dominant/ coercive?

A

People may mistake a dominant personality for competence + excellence

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4
Q

How does Willer’’s study (2009) support why people voluntarily defer to dominant people?

A

Ps = 71 undergrads, wanted to look at how confederates would be looked at with the more status they have.

Procedure = 6-person Public Goods game w/ Ps having $5 + each player decide how much $ they contribute to public good. Contribution to public = 2x + equally shared between players. Free-riders can benefit w/out loosing their contribution.

Confederate = don’t invest a lot of money. 5 cents.

Status measured = honourable, prestigious, respected

Results = higher contribution, bestowed high status bc they were perceived as more group orientated.

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5
Q

How is other orientation and higher status linked?

A

High social status = greater other-orientation + pro-socialality

Blader et al. (2016) = perspective-taking
Flynn et al. (2006) = generosity
Willer (2009) = pursue collective interest

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6
Q

How does Blader (2016) support higher-status’ other-orientation?

A

Online research
Ps = 396 working adults from Amazon’s Mechanical Turk

Status manipulation, conditions = recall high/ low status + high/low power episode

Procedure = spatial perspective-taking task

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7
Q

What were the results of Blader (2016) supporting higher-status’ other-orientation?

A

High status Ps = increased levels of perspective taking

Higher power = reduced levels of perspective taking. Had a harder time to think of a time when they were in control of another person + take perspective.

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8
Q

What is the difference between high status and high power?

A
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9
Q

Is there a relationship between likeability and status?

A

No always - we can respect someone for their knowledge but we don’t like them as indvdls.

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10
Q

What is leadership?

A

Hollander (1959) = the process of influencing others in a manner than enhances their contribution to the realisation of group goals

The consequence of having high status or high power

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11
Q

What did Anicich (2016) show about having power w/ status?

A

Ps = 86 working adults

Measures:
Status = to what extent does your position at work
give you a high status in the eyes of others?
Power = how much power do you have. Can you hire/ fire people?
Interpersonal Conflict = how many disagreements do you have w/ people at work?

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12
Q

What were the results of Anicich (2016)?

A

Individuals w/ high power but no/ low status = greater relationship conflict at work

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13
Q

What does Galinsky et al. (2014) show about power w/ perspective-taking?

A

Ps = 256 undergrads assigned to pairs + randomly assigned to boss/ employee role.

Condition = perspective-taking exercise, control

Procedure = murder-mystery decision task , 15 mins = given packet + take notes before meeting w/ partner. 1P = gets more clues than the other so they need to work together

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14
Q

What does Galinsky et al. (2014) results show about power w/ perspective-taking?

A

Pairs who were perspective-taking were more successful and show the greatest improvement outcome compared to the controls.

Has applications for interventions, workplace.

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15
Q

What is a paternalistic leadership?

A

Leadership style = strong discipline +authority w/ fatherly benevolence (Farh & Cheng, 2000, p.91)

Managers = personally interested in workers’ lives + attempt to promote workers’ personal welfare

People in authority consider it an obligation to provide protection to those under their care = expect loyalty + deference

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16
Q

Where is paternalistic leadership prevalent?

A

Effective in many business cultures:
Middle East, Pacific Asia, + Latin America

17
Q

What does Maddox & Yuki (2006) show about powerholders’ responsibility?

A

Ps = 87 American + 70 Japanese undergrads

Measures = how much Ps get responsible for…
- Cutting their own salary
- The employees who received pay cuts
- The employees they fired
- The families of the fired employees
- A year later = increase in crime rate

Saw Japanese showed higher levels of responsibility compared to Americans e.g Crime and families

18
Q

Describe Japanese leadership.

A

They step down if there is a scandal or devestating neg. affects of their work.