Vertical Relationships Flashcards

Question

the approach inhibition theory: characteristics of a high power individual

Answer 1

greater assertiveness (Galinsky 2003) more optimism & greater risk taking (Galinsky 2006) Greater goal-consistent behaviour) (Guinote 2007) Better creative functioning (Smith 2008)

Answer 2

Behavioural approach system > activated in people with high power leading to abstract and independent thinking

Answer 3

behavioural approach system is inhibited > lack of abstract and independent thinking

Answer 4

Fan positioned on a desk - will student coming into lab turn it off/away from them student asked to: Think of a time they had control over someone - high power OR When someone had power over them - low power High power autobiographical memory = more likely to change the environment

Answer 5

having power makes people experience LESS DEPENDENT on others and therefore they feel MORE DISTANT from others even sometimes narcissistic > difficulties with empathy, less likely to take advice and more likely to cheat

Answer 6

more positive self views (Fast 2009) less perspective taking (galinsky 2006) less empathetic concern (van kleef 2008) less likely to consider advice (tost 2012) more likely to cheat (dubois 2013)

Answer 7

Think of a personal experience when someone had power over you OR you had power over someone else The asked: Draw a capital E on your forehead with your dominant hand if: Write it so you can see it (self-orientated) Write it so an observer can view it (other-orientated) High power = more self-orientated

Answer 8

European and Hispanic Americans write about personalised power: e.g. when you impressed/influenced others or write about socialised power: e.g. when you had the power to help others do p's remember the different types of events more/less vividly vividness = good implicit index of how important something is Hispanic Americans remembered socialised power more vividly than personalised - this was not the case for European, East Asian or Asian Americans therefore: We need to be mindful of what dimension we deem important Valued dimension = e.g. control over others

Answer 9

power over others - benefit for you

Answer 10

power to help others - benefits others

Answer 11

2 dimensions: respect & admiration AND deference/submission status = the extent to which an individual or group is respected or admired by others (Ridgeway and Walker 1995) status = the amount of voluntary deference/submission one receives (Henrich 2001)

Answer 12

people who have unique competencies that are valuable to the group AND are willing to advance group goals: Committed (Willer, 2009) Self-less and generous (Flynn et al., 2012) Extraverted (Anderson 2001) Dominant (Anderson & Kilduff, 2009) Competence displaying (Anderson et al., 200 ...group members

Answer 13

71 students - each person in a pair - Endowed with 5 dollars - Decide how much to contribute/1$ - If contribute - it is doubled and equally divided between all players - Someone who does not contribute still receives the equal division of the other player's investment Told how much their partner contributed: Either .95 or .05 asked to rate partners status: Honourbale? Prestigious? Respected? higher contributing pair = assigned greater status

Answer 14

other-orientation and pro-sociality e.g.,: perspective taking (Blader 2016) generosity (Flynn 2006) pursue collective interest (Willer 2009) STATUS IS DIFFERENT FROM POWER IT INVOLVES BEING RESPONSIVE AND CONTRIBUTING TO OTHERS

Answer 15

Manipulated both high power AND high staus Then asked participants to engage in a spatial perspective-taking task What side of the table is this object? Either take the perspective of yourself or of the person you are talking to Those who just recalled when they were admired and respected by others = high levels of perspective taking High power had the lowest levels of perspective taking Empirical illustration on how we are received by others have psychological implications

Answer 16

the process of influencing others in a manner that enhances their contribution to the realization of group goals Hollander 1959

Answer 17

measure status, power and interpersonal conflict status: to what extent does you position at work give you high status in the eyes of others? power: authority to hire and fire people interpersonal conflict: e.g., 'i often have personal disagreements with others in my place of work' high power + low status = all time high levels of conflict low power + low status = still conflict, but less so

Answer 18

manipulated p's social power: assigned to either 'boss' or 'employee' roles boss status = enabled them to make decisions about the team one condition: perspective taking exercise other condition: no perspective taking unsolved mystery task in partners - randomly assigned to have 2 or 8 clues but the pair who shared clues = more likely to solve the case results: if the boss received perspective taking pair was 2x more likely to solve the mystery

Answer 19

a leadership style that combines strong discipline and authority with fatherly benevolence Farh and Cheng 2000

Answer 20

Has a drink with employees after work Concerened about personal lives of employees Mutual relationship

Answer 21

You are the president of a large company company is having major financial difficulties must lay off 15% of employees you decide to fire non-essential employees and cut all salaries including your own 15% American and Japanese students asked the extent to which they felt responsible for: (a) cutting their own salary (b) the employees who received pay cuts (c) the employees they fired (d) the families of the fired employees (e) a year later there was an increase in crime in the area American - greater responsibility for own salary Japanese - more for firings, families and crime

Answer 22

... special responsibility for their team members and even their off-the-job lives

Vertical Relationships Flashcards

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