Social dominance and interpersonal power: Asymmetrical relationships within hierarchy‐enhancing and hierarchy‐attenuating work environments

We studied whether high‐social dominant employees sustain hierarchies in different hierarchy‐enhancing and hierarchy‐attenuating organizations endorsing harsh and soft power tactics. We found that social dominance orientation was positively associated with harsh power tactics, and negatively associated with soft power tactics. Employees higher in social dominance orientation endorsed harsh and opposed to soft power tactics as respectively hierarchy‐enhancing and hierarchy‐attenuating legitimizing myths that promote a dominant‐submissive form of intergroup relationships. We also found that supervisors higher in social dominance, due to their dominant position, strongly opposed soft power tactics more than subordinates did. Amongst high‐social dominant employees in the hierarchy‐attenuating (vs. hierarchy‐enhancing) organization, we observed the strongest opposition to soft power tactics, which are the tactics most shared in an organization which tends to attenuate hierarchies.     

Being distinctive versus being conspicuous: The effects of numeric status and sex-stereotyped tasks on individual performance in groups

Being in the numeric minority (e.g., being a solo woman in a group of men) influences how well a person performs within a work group. But being the solo member is only one way in which people can be atypical in a group; a person can also represent a social or demographic category that has not typically been associated with the task that the group is working on. Using a design with four categories of group composition (minority, balanced, majority, homogeneous) and two categories of tasks (sex-typical, sex-atypical) we found that the sex composition of the group interacted with the sex typicality of the task to influence both positive deferrals by group members and individual performance in groups. But, rather than consistently reducing performance as prior research has suggested, being numerically atypical enhanced individual performance when the task was typical for that person’s sex. Further, positive deferrals mediated between the interaction of numeric composition and task typicality in influencing individual performance suggesting that both majority group members and the solo member affect one another’s performance in groups. We conclude by discussing why understanding the interplay between these two sources of stereotyping, numeric composition and task typicality, is important for understanding the social nature of individual performance in groups.     

Team confidence,motivated information processing,and dynamic group decision making

According to the Motivated Information Processing in Groups (MIP‐G) model, groups should perform ambiguous (non‐ambiguous) tasks better when they have high (low) epistemic motivation and concomitant tendencies to engage in systematic (heuristic) information processing and exchange. The authors tested this prediction in an experiment with four‐person groups performing a complex and dynamic decision making task. Group confidence was measured after extensive training and prior to actual group decision‐making. Task ambiguity was manipulated. Results showed that when task ambiguity was low, group confidence indeed benefits decision quality and group performance. But when task ambiguity was high, group confidence hurt decision quality and group performance. Implications for theory and practice are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Criterion‐Related Validity of Statistical Operationalizations of Group General Cognitive Ability as a Function of Task Type: Comparing the Mean,Maximum, and Minimum1

The objective of the present study was to investigate the comparative criterion‐related validity of different statistical operationalizations of group general cognitive ability (i.e., mean, maximum, and minimum) as a function of task type based on Steiner's (1966, 1972) task typology. In contrast to recent investigations, we hypothesized that, regardless of task type, the mean of group members’ general cognitive ability would predict group performance as well as or better than other statistical operationalizations of group general cognitive ability. We conducted a laboratory study where 157 four‐person groups worked on 4 tasks that conformed to Steiner's typology (additive, compensatory, conjunctive, and disjunctive). The results indicate that the mean was the strongest predictor of group performance across all 4 task types and, in particular, was significantly stronger than the maximum and minimum on both the disjunctive and conjunctive tasks.     

Interactive affective sharing versus non‐interactive affective sharing in work groups: Comparative effects of group affect on work group performance and dynamics

This study explores whether the dynamic path to group affect, which is characterized by interactive affective sharing processes, yields different effects on task performance and group dynamics than the static path to group affect, which arises from non‐interactive affective sharing. The results of our experiment with 70 three‐person work groups show that groups performed better on creative tasks than on analytical tasks when they were in a positive mood, and better on analytical tasks than on creative tasks when in a negative mood, but only when affect was interactively shared. Moreover, analysis of videotaped group member interactions during task performance showed similar results for work group dynamics, such that group affect influenced belongingness and information sharing only when affect was interactively shared and not when affect was non‐interactively shared. Results support the idea that affective sharing processes are fundamental for understanding the effects of group affect on behavior. Copyright © 2010 John Wiley & Sons, Ltd.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

Motivation and Self‐Control: Implicit Motives Moderate the Exertion of Self‐Control in Motive‐Related Tasks

Using a dual‐task paradigm, two experiments tested whether aroused implicit motives would moderate the exertion of self‐control in motive‐related tasks. In Study 1, 67 participants first watched a power dialogue and were then asked to either enact the dialogue or simply reproduce it by writing it down. In Study 2, 74 participants performed either the frustrating or the simple version of an achievement‐related sensorimotor task. Participants who were high (compared to low) on the implicit power motive and had exerted power over another person subsequently showed more success at controlling their emotional responses (Study 1). Participants who were high (compared to low) on the implicit achievement motive and who had mastered a frustrating sensorimotor task scored better on a subsequent Stroop task (Study 2). Participants in the control conditions did not differ in self‐control performance regardless of their level of implicit motives. These studies provide evidence that aroused implicit motives regulate how much self‐control is exerted when performing motive‐related tasks that require self‐control.     

权力层级与团队绩效关系：权力与地位的一致与背离

本研究致力于探讨在权力与地位不一致的背景下, 权力层级与团队绩效研究的分歧。本研究提出权力层级与团队绩效的关系取决于团队的层级一致性——权力与地位的匹配度。具体地, 当层级一致(权力与地位匹配)时, 权力层级促进团队绩效; 当层级不一致(权力与地位不匹配)时, 权力层级抑制团队绩效。本研究结合问卷、实验和二手数据方法来验证假设, 研究1通过对46个大学生创业实践团队的两阶段问卷调查, 发现层级一致性对权力层级与团队绩效的关系具有调节作用。此后, 研究2通过一项涉及64个团队的实验来揭示因果关系, 发现权力争夺在权力层级和层级一致性的交互与团队绩效的关系中起中介作用。最后研究3通过203个观测值的互联网公司二手数据重复验证了层级一致性的调节作用, 并提升了本研究的生态效度。本研究为权力层级的研究做出了一定的贡献, 并为团队管理提供了启示。     

Modeling collective choice: decision‐making on complex intellective tasks

Three studies examined group problem‐solving on complex intellective tasks. In Study 1, a decision model proposed by Laughlin and Hollingshead ( 1995 ) provided the best fit to actual group choices. This study also compared three‐person group versus individual performance with time constrained and number of problems unconstrained, with individuals solving non‐significantly more problems and groups obtaining significantly superior trials‐to‐solution scores. In Study 2, one member of each group was given additional information on how to perform the task and member extroversion was measured. Neither factor significantly impacted the decision‐making process. In Study 3, task expertise was assessed prior to the group interaction. Results indicate that group members were twice as likely to adopt an option proposed by an expert compared to other group members. Together these studies demonstrate that group problem solving is governed jointly by qualities of the task and qualities of the group members. Copyright © 2006 John Wiley & Sons, Ltd.     

The effects of collaboration and punishment on prospective memory performance in a group setting

Remembering to perform a delayed intention is termed prospective memory (PM). Often delayed intentions are shared by more than one person; however, there is a dearth of studies examining PM in social settings. We aimed to investigate whether the potential consequences of one's behavior across diverse group settings influence PM performance in event‐ and time‐based tasks. A total of 207 participants were randomly allocated to either an individual, collaborative, or collaborative plus penalty motivation condition and were tested in a 2‐ or 3‐person setting. For the time‐based PM task, participants responded less timely in the individual motivation condition, whereas there was no difference between the collaborative motivation conditions. No significant effects were found for motivation condition on the event‐based task or for group size on PM performance. Analyses of ongoing task performance revealed that participants' attention allocation policies change depending on how individuals prioritize the ongoing and PM tasks.     

Task Enjoyment: A Mediator Between Achievement Motives and Performance

Task enjoyment is an important component in social cognitive theories of achievement motivation and intrinsic motivation. Combining these theories with the classic achievement-motivation theory we predicted that task enjoyment and its facilitating behavioral manifestations are associated with an approach-oriented achievement motive and only when individuals anticipate forthcoming competence feedback. In the present study we regarded task enjoyment as a mediator between the achievement motive and performance. First, a two-way ANOVA design was adopted. Success-motivated individuals performed better in a reaction task than failure-motivated individuals, and they reported more task enjoyment during performance. This relationship was not dependent on whether competence information had been announced or not. Second, path analyses showed as expected that the relationship between achievement motivation and performance was mediated by task enjoyment. This mediation was observed only under the condition that individuals expected competence feedback. These results were discussed considering current theories of achievement motivation and intrinsic motivation. It is shown that the findings enrich the related nomological networks in some important ways.     

Pride and punishment: Entitled people's self‐promoting values motivate hierarchy‐restoring retribution

What is the purpose of punishment? The current research shows that for entitled people—those with inflated self‐worth—justice is about maintaining societal hierarchies. Entitled people more strongly hold self‐enhancing values (power and achievement; Studies 1 and 3). They are also more likely, when thinking about justice for offenders, to adopt a hierarchy‐based justice orientation: Perceptions that crime threatens hierarchies, motives to restore those hierarchies, and support for retribution (Studies 2 and 3). Further, the relationship of entitlement to justice orientation is mediated by self‐enhancing values when entitlement is measured (Study 3) and manipulated (Studies 4, 5 and 6). Together these studies suggest that entitlement—and the resultant preoccupation with one's status—facilitates a view of justice as a hierarchy‐based transaction: one where criminal offenders and their victims exchange power and status. These findings reveal the self‐enhancing and hierarchy‐focused nature of entitlement, as well as the roots of retribution in concerns about status, power, and hierarchies.     

Promoting higher‐order learning benefits by building lower‐order mnemonic connections

Two experiments were conducted in an effort to combine a mnemonic strategy for remembering individual items with a mnemonic procedure for remembering, and reasoning about, inter‐item relationships. In Experiment 1, students using the combined mnemonic approach were able to identify more individual items (fish names from their pictures) and were subsequently able to remember more components of six studied hierarchies (order, family, and species names of the fish) than did students in an ‘own best method’ control condition. Additionally, and importantly, mnemonic students outperformed control students on an analogy task requiring inferences about superordinate, subordinate, and coordinate relationships. In Experiment 2, the initial number of to‐be‐learned fish was reduced so that the performance of both mnemonic and control students was comparable with respect to fish identification. Despite such item‐level comparability, an advantage for mnemonically instructed students was observed on both immediate and two‐day‐delayed hierarchy tests. We suggest that by cementing lower‐order connections, mnemonic strategies facilitate students' learning of higher‐order information. Copyright © 2003 John Wiley & Sons, Ltd.     

When Accomplishments Come Back to Haunt You: The Negative Effect of Competence Signals on Women's Performance Evaluations

This research explores the possibility that the very accomplishments that are critical to success during the hiring process (e.g., educational attainment, promotion history) can lead to a drop in future performance evaluations for women. We theorized that evaluators may see such competence signals as a threat to the traditional gender hierarchy, which leads to a negative bias when evaluating women's on‐the‐job performance. In Study 1, we examined this hypothesis among commanding officers in the U.S. military, who gave lower performance ratings to female subordinates whose pay grade approached their own. The same was not true for male subordinates. Studies 2, 3a, and 3b experimentally tested the boundary conditions of this effect using two additional competence signals (educational attainment and past career successes) and 2 different populations. Across these studies, we replicated the negative relationship between competence signal strength and performance evaluations for female subordinates but only under conditions in which the evaluator would be particularly likely to experience gender hierarchy threat. Specifically, it emerged when the evaluator was male and high social‐dominance oriented and when the female subordinate's objective on‐the‐job performance was high. Finally, Study 3a demonstrated how organizations can mitigate this negative bias by using objective (rather than subjective) performance evaluations.     

Superordinate goals and intergroup behaviour: The effect of role ambiguity and status on intergroup attitudes and task performance

An experiment examined the effects of role ambiguity and relative group status in an intergroup situation where a superordinate goal was salient. One-hundred-and-fifty-six subjects in groups of three undertook a cooperative task under conditions where the groups' roles were clearly Different, Similar, or not allocated (Control). In addition, the groups' perceived competence at the task was either equally High, equally Low, or unequal. Financial rewards were contingent on successful completion of the joint task. Two contrasting hypotheses were derived from Social Identity Theory: one (H1) predicted most favourable intergroup attitudes in the Control condition where lack of any clear differentiation in group roles might facilitate a superordinate identifcation. In contrast, (H2) predicted least favourable attitudes in this condition on the grounds that groups lacked a distinctive identity. Support for the second hypothesis was found since friendliness towards the outgroup decreased with increasing role ambiguity. The status variable also had consistent effects. As predicted, mutual evaluations tended to reflect the consensually agreed status differences: least bias being shown towards high status outgroups, most by high status ingroups. Task performance was also affected by role ambiguity. Judges' ratings of the group products were found to be more favourable as role ambiguity increased, in contrast to the friendliness data. The implications of these findings for Social Identity Theory, the Contact Hypothesis, and theories of group performance are discussed.     

Costs and benefits of collaborative remembering

Collaborative inhibition, the poorer memory performance of collaborative groups as compared with nominal (noninteracting) groups was measured in the free recall of categorized lists. In Experiment 1, collaborative inhibition was present in four‐person groups, but not in pairs of two‐person groups, where each was compared with performance in four‐person nominal groups. However, on a final individual free recall test, members of two‐ and four‐person collaborative groups recalled a higher proportion of the list than members of nominal groups. In Experiment 2, recall in three‐person collaborative groups was less than in three‐person nominal groups but only on the first of three successive study‐test trials. On the final individual free recall test, members of collaborative groups recalled more words than members of nominal groups. Despite inhibiting recall and reminiscence, collaboration benefits remembering when collaborators are subsequently tested individually. Copyright © 2000 John Wiley & Sons, Ltd.     

The Differential Effects of Right‐Wing Authoritarianism and Social Dominance Orientation on Political Intolerance

Decades of scholarship have identified several determinants of political intolerance, including authoritarianism and normative threat. Previous attempts in the literature to associate other individual difference variables (i.e., social dominance orientation [SDO]) and situational variables (i.e., out‐groups' gains in power and status) have been unsuccessful. Using a dual‐process motivational (DPM) model framework, in Study 1 we found that SDO predicted political intolerance of groups with hierarchy‐attenuating political objectives. This relationship was consistent over and above other well‐known predictors of political intolerance, including right‐wing authoritarianism (RWA). RWA predicted intolerance of groups with both hierarchy‐attenuating and cohesion‐reducing objectives. In Study 2, we manipulated whether an immigrant‐rights group was described as presenting a normative threat or as gaining power and status. Consistent with extant findings, RWA moderated the effect of normative threat on political intolerance. More interestingly, SDO moderated the effect of gains in power and status on political intolerance. The implications of these findings are discussed.     

The two sides of competition: Competition‐induced effort and affect during intergroup versus interindividual competition

Competition strongly affects individual effort and performance for both individuals and groups. Especially in work settings, these effort gains might come at the cost of individual well‐being. The present study tested whether competition increases both effort (as indicated by task performance) and stress (in terms of cardiovascular reactivity and affective response), and whether this effect is further qualified by the type of competition (interindividual vs. intergroup), using a cognitive computer‐based task and a 2 (Group: Yes, No) × 2 (Competition: Yes, No) × 2 (Gender) factorial design (N= 147). All participants either worked as a representative of a group or as an individual, and were offered performance‐related incentives distributed in a lottery. In the competition conditions, participants were informed that they competed with someone else, and that only the winning person/team would take part in the lottery. Consistent with expectations, competition increased both individual effort and cardiovascular reactivity compared to non‐competitive work. Moreover, for female participants, intergroup competition triggered increased effort and more positive affect than interindividual competition. Aside from documenting costly side‐effects of competition in terms of stress, this study provides evidence for a stress‐related explanation of effort gains during intergroup competition as compared to interindividual competition.     

The fluency of social hierarchy: the ease with which hierarchical relationships are seen, remembered, learned, and liked

We tested the hypothesis that social hierarchies are fluent social stimuli; that is, they are processed more easily and therefore liked better than less hierarchical stimuli. In Study 1, pairs of people in a hierarchy based on facial dominance were identified faster than pairs of people equal in their facial dominance. In Study 2, a diagram representing hierarchy was memorized more quickly than a diagram representing equality or a comparison diagram. This faster processing led the hierarchy diagram to be liked more than the equality diagram. In Study 3, participants were best able to learn a set of relationships that represented hierarchy (asymmetry of power)--compared to relationships in which there was asymmetry of friendliness, or compared to relationships in which there was symmetry--and this processing ease led them to like the hierarchy the most. In Study 4, participants found it easier to make decisions about a company that was more hierarchical and thus thought the hierarchical organization had more positive qualities. In Study 5, familiarity as a basis for the fluency of hierarchy was demonstrated by showing greater fluency for male than female hierarchies. This study also showed that when social relationships are difficult to learn, people's preference for hierarchy increases. Taken together, these results suggest one reason people might like hierarchies--hierarchies are easy to process. This fluency for social hierarchies might contribute to the construction and maintenance of hierarchies.