“License to Fail”: Goal definition,leader group prototypicality,and perceptions of leadership effectiveness after leader failure

Leaders who fail to achieve group or organizational goals risk losing follower endorsement. We propose a model in which leader characteristics (leader group prototypicality—the leader’s representativeness of group identity) and goal definition (a maximal goal that ideally would be reached vs. a minimal goal that ought to be reached) interact to affect leadership perceptions after failure. Group prototypical (vs. non-prototypical) leaders are proposed to receive more trust in leadership and, therefore, to be evaluated as more effective by their followers after failing to achieve a maximal goal, but not after failing to achieve a minimal goal. This model was supported in a series of four studies including experimental, field, and scenario paradigms. In addition, we showed that this model holds only after failure and not after success, and more for followers who identify strongly (vs. weakly) with their group.     

Procedural fairness and endorsement of prototypical leaders: Leader benevolence or follower control?

This research explored why strongly identifying followers endorse prototypical leaders by addressing the role of procedural fairness in this process. We introduced the distinction between procedural fairness rules relating to leader benevolence (i.e., whether the leader supports the group’s interests) and follower control (i.e., whether followers can influence the leader’s decisions). We predicted that strongly identifying group members endorse prototypical leaders because they perceive such leaders as acting in line with benevolence related fairness rules rather than because such leaders are perceived as giving followers control. An organizational field study and a laboratory experiment revealed support for these ideas. Our results thus provide insights into why prototypical leaders are endorsed among strongly identifying followers. They also have implications for the procedural fairness literature in showing that frequently studied procedural fairness rules (e.g., voice) do not explain endorsement of leaders believed to support the group’s interests.     

Students' Adjustments in Anger

Abstract

Hypotheses based on minority influence theory (Moscovici, 1976) about the effects on the acceptance of influence of numerical strength and alleged endorsement of the minority's cause by a leader were examined. French-Canadian undergraduates read an account of a march held by a feminist group to sensitize the public to violence against women. Predictions inspired from laboratory findings were that subjects would react favorably without alleged endorsement to the movement's appeal as a function of size increment (45 vs. 200 vs. 2,000 marchers), whereas they would react more favorably when endorsement was alleged, regardless of numbers. Main effects of numerical strength were found for the rating of usefulness of the march and willingness to join a future march. A critical mass effect, attained with 200 marchers, was not increased with 2,000. With alleged leader's endorsement, the march with the largest crowd was judged the most useful, but similar willingness to attend a future march was expressed whatever the crowd size. As hypothesized, greater commitment was attributed to the marchers when leader's support was intimated. The findings suggest that members of the majority could identify with a minority whose cause was supported by a prestigious leader, even if it was small, whereas they needed the assurance of numbers to follow a leaderless minority.     

Endorsement of sexist ideology in Taiwan and the United States: Social dominance orientation,right‐wing authoritarianism,and deferential family norms

Despite close relationships between men and women in daily lives, gender inequality is ubiquitous and often supported by sexist ideology. The understanding of potential bases of sexist ideology is thus important. According to Duckitt's dual‐process model (2001), different worldviews may explain different types of sexist ideology. Individuals who hold a “competitive world” worldview tend to endorse group‐based dominance. This lends itself to the endorsement of hostile sexism, because hostile sexism is an obvious form of male dominance. Conversely, individuals who hold a “dangerous world” worldview tend to adhere to social cohesion, collective security, and social traditions. This lends itself to the endorsement of benevolent sexism, because benevolent sexism values women who conform to gender norms. As predicted by Duckitt's model, research has shown that social dominance orientation, a general orientation towards the endorsement of group‐based dominance, is closely associated with hostile sexism. Furthermore, right‐wing authoritarianism, which measures adherence to social traditions, is closely associated with benevolent sexism. Due to the interdependent nature of gender relationships, the current research proposed that a relationship‐based belief in hierarchy, deferential family norms, and norms depicting proper manners among family members should predict the endorsement of hostile and benevolent sexism, after controlling for social dominance orientation and right‐wing authoritarianism. As predicted, according to student samples collected in Taiwan and the US, the endorsement of deferential family norms predicted the endorsement of hostile sexism and of benevolent sexism, respectively. In addition, among men and women, social dominance orientation predicted hostile sexism more strongly (as opposed to benevolent sexism), whereas right‐wing authoritarianism predicted benevolent sexism more strongly (as opposed to hostile sexism). Implications regarding relationship norms, social dominance orientation, right‐wing authoritarianism, and sexist ideology are discussed.     

Effect of negative emotion on visual attention: Automatic capture by fear‐related stimuli1

Abstract: In this study, we examined the effect of threatening pictures (e.g., snakes and spiders) on control of spatial attention using a probe detection task. In addition to attentional capture by the threatening stimuli (Unpredictable task), the effects of affective valence of the pictures on the voluntary control of attention were explored (Predictable task). Results showed that reaction time (RT) was facilitated to the probe that appeared at the location of threatening stimuli when it occurred in the right visual field (but not in the left visual field), indicating that attention was captured automatically, at least in this visual field. However, when participants were able to predict the probe location, the attentional gains increased similarly for all the conditions (composed of visual field by picture type combinations) relative to those of Unpredictable task, with no indication of deferred deployment of attention to threatening stimuli. The results of this study suggested that the emotional valence, particularly negative valence, affected the automatic control of attention. This effect differed between the two visual fields in which emotional stimuli occurred.     

Leadership under uncertainty: When leaders who are non-prototypical group members can gain support

Social identity theory of leadership (Hogg & van Knippenberg, 2003) research confirms that group members support group prototypical leaders more strongly than non-prototypical leaders. Two studies examined the prediction derived from uncertainty–identity theory (Hogg, 2007) that this relationship between leader prototypicality and support weakens when group members have elevated self-related uncertainty, due to increased support for non-prototypical leaders. Student participants indicated their level of uncertainty and their support for a prospective student leader who was prototypical or non-prototypical of students at their university–prototypicality was a between-subjects variable in Study 1 (N = 98), and a within-subjects variable in Study 2 (N = 132). As predicted, participants supported the prototypical leader more strongly than the non-prototypical leader, but this effect was significantly weakened (Study 2) or disappeared (Study 1) under uncertainty, due to a significant increase in support for the non-prototypical leader. Implications for empowerment of non-prototypical leaders are discussed.     

Components of "authority" as determinants of compliance.

This study investigated factors affecting compliance, to orders from a formal authority. The design created a two-level status hierarchy in which subjects occupied identical low-status positions and responded to demands from a simulated high-status leader. Four components of authority-normativity,coervice power, collective justification, and success-failure-were manipulated as independent variables. Another component, the endorsement accorded the leader, was included in the design as a measured variable. Results indicated that compliance increased significantly when coervice power was high (rather than low), when justification was collective (rather than partisan), and when demands were normative (rather than counternormative). Contary ti the theoretical expectation, endorsement did not affect compliance by low-status members. The findings show that the normative aspect of legitimacy serves as a compliance-gaining base even when stripped of enforcing sanctions and under-lying goals and that the distinction between normativity and endorsement is valid for research on social power.     

Doing gender differently—The interplay of strength of gender identification and content of gender identity in predicting women's endorsement of sexist beliefs

To explain differences in women's endorsement of sexist beliefs, we introduce the gender identity model (GIM). Based on social identity theory (SIT) and social role theory (SRT), we combine strength of gender identification and identity content and propose that different types of gender identity can be distinguished, which are predicted to relate to different levels of women's endorsement of sexist beliefs and engagement in collective action. Results of a correlational study and two experiments support the assumptions of the model: women reject Benevolent (BS), Hostile (HS), and Modern Sexisms (MS) and participate in collective action in particular when they are highly identified with the category women and have, at the same time, internalized progressive identity contents. In contrast, gender role preference has weaker or no effects on sexist beliefs and collective action when women are low identified with their gender in‐group. Copyright © 2008 John Wiley & Sons, Ltd.     

Social dilemmas and leadership

Subjects acted in a social dilemma situation. Two variables were experimentally manipulated: use and variance. One third of the subjects thought that the others in their group were overusing the common resource, one third thought that the others were underusing it, and the remaining third were led to believe that the others were using the resource optimally. Moreover, half of the subjects thought that the others took relatively similar harvests (low variance) while the other half thought the others differed greatly (high variance). Support was found for Homans' assumption that the internal function of leaders is to allocate outcomes equitably over group members, whereas their external function is to deal efficiently with the external environment. The results indicated that more subjects in the overuse condition voted to give up free access to the resource and to hand over the management of the resource to a leader than in the other me conditions. Moreover, more subjects in the high variance condition voted for a leader than in the low variance condition. Over all conditions, furthermore, subjects preferred themselves most as prospective leader. In addition, group members who were similar to the subject, competent at the task and concerned for the group were preferred as Leader. When subjects acted as leader they were more moderate in withdrawing harvests from the resource than as regular group member. Moreover, leaders allocated outcomes equitably to the group members.     

Choosing between conciliatory and oppositional leaders: The role of out‐group signals and in‐group leader candidates' collective action tactics

In this paper, we examine the role of out‐group signals and in‐group leader tactics in the choice and evaluation of rival in‐group leader candidates. Study 1 found preference for a negotiating in‐group leader over an oppositional leader, mediated by perceived leader effectiveness and prototypicality. In Study 2, participants chose a leader who had received out‐group endorsement, and in Studies 3 and 4, participants chose a negotiating in‐group leader where the out‐group was prepared to negotiate and an oppositional leader where the out‐group was not prepared to negotiate. In the latter three studies, there was evidence for participants being strategic in their choices: effects were mediated by effectiveness but not prototypicality. These findings suggest our understanding of collective action will be enriched through attention to the situational cues provided by out‐groups, and to the context of competing voices of collective action leadership.     

I don't fit,so I blame you?—Influence of regulatory focus and fit on emotion generation and regulation in single and group context

Person–environment interactions play a crucial role in the process of emotional experience. While Regulatory Focus Theory has been adopted to illustrate how some goal-oriented parts of this process might shape by proposing a regulatory fit between individual and environmental characteristics, whether this fit not only implies feeling “right” but feeling “good” or at least cope better, has not been tested empirically. In this study, we extend earlier research on the influence of the regulatory fit to the generation and regulation of emotions. We additionally emphasize the role of the context, by integrating current work on group-based emotion regulation in comparing single and group environments. We used a within-subjects design, with 2 (situational focus) × 2 (single/group environment) levels. Thirty-two male football players participated in one football-specific task per level. Emotional experience and cognitive regulation strategies were measured after each. Multilevel regression showed, that a regulatory fit predicted more passive-negative emotions in both the environments and more active-negative emotions in the group environments. The Regulatory fit predicted stronger use of functional regulation strategies in the single but less in the group environment. Group membership predicted stronger use of group-based regulation strategies and weaker use of other strategies—thus indicating further constraints and new ways to cope. We discuss the counter-intuitive results regarding emotional experience in the light of the athletic context as well as theoretical accounts of regulatory fit and its role in the moderating motivational intensity and the value assignment. Results regarding the influence of group membership are integrated into current research and we highlight the directions for future research.     

Leader endorsement in social dilemmas: Comparing the instrumental and relational perspectives

This chapter examines the role of leadership in overcoming social dilemmas within groups. First, based on prior theorising and research we present two alternative perspectives on leader endorsement in social dilemmas, an instrumental and a relational perspective. Next, we systematically compare these perspectives in a series of experiments investigating leadership in social dilemmas created within small groups in the laboratory. The results of our studies suggest that when their personal identity is salient, group members more strongly endorse leaders who are perceived to be instrumental in solving the freerider problem. In contrast, when a social identity is salient, members more strongly endorse leaders who fulfil their relational needs. Based on these findings we propose a differential needs model of leader endorsement in social dilemmas.     

Leaders and their treatment of subgroups: implications for evaluations of the leader and the superordinate group

This experiment examined members' evaluations of a group leader and the group in contexts where a superordinate group comprised two subgroups and the group leader was aligned with one or other subgroup. The design varied group leader (ingroup, outgroup) and leader behavior (ingroup favoring, outgroup favoring) as well as the broader comparative context (intragroup, intergroup). Across a number of measures, results indicated a consistent Group Leader × Leader Behavior interaction that was independent of comparative context. Although group members were most satisfied with an ingroup leader who favored the ingroup, ingroup leaders were perceived positively irrespective of their behavior. Outgroup leaders who unexpectedly favored the other subgroup were also perceived positively. However, outgroup leaders who favored their own subgroup were perceived as less fair and as more biased than other leaders. They also engendered less identification with the superordinate group and a less unified perception of the group. Results demonstrate the importance of social identity concerns to leadership in nested group contexts and emphasize the fact that perceptions of leader fairness and concern for the common group mediate responses to the superordinate category. Copyright © 2003 John Wiley & Sons, Ltd.     

Social Dominance Orientation and John Henryism at the Intersection of Race and Class

Three studies were conducted to explore the relationship between social dominance orientation (SDO) and John Henryism (JH). Each study was framed using an intersectionality perspective which predicted that specific combinations of social identities would impact endorsement of SDO and JH in unique ways. We hypothesized that upper‐class non‐Whites would be higher in SDO and lower in JH than any other class/race identity combination. As predicted, a Class × Race interaction emerged for both SDO and JH in Study 1 (N = 387), with upper‐class non‐Whites displaying the highest levels of SDO and the lowest levels of JH. Study 2 (N = 340) replicated these findings and also explored the impact of context‐level class on SDO and JH. Using a qualitative method, in Study 3 (N = 23) we found that upper‐class non‐Whites described their social class positions in ways highly consistent with SDO, whereas middle/working‐class non‐Whites described their experiences in ways consistent with JH.     

Employees’ work effort as a function of leader group prototypicality: the moderating role of team identification

The social identity model of organizational leadership (SIMOL; Hogg and van Knippenberg, 2003 was extended analyzing the degree of employees’ effort as individual outcome of leadership effectiveness. Two studies were conducted with Italian participants. Study 1 was a survey conducted with 68 employees of a medium size company. Results showed the significant two-way interaction effect of team identification × leader group prototypicality in predicting employees’ work effort. Study 2, including 124 students, was a 2 × 2 within subject design (team identification high vs. low × leader group prototypicality high vs. low) using scenarios. Results confirmed experimentally the causal relationship between such variables: subjects in condition of high team identification and high leader group prototypicality perceive leaders as more effective than the subjects in the other three conditions.     

Leader performance and prototypicality: Their inter‐relationship and impact on leaders' identity entrepreneurship

Research has demonstrated that leader performance and leader prototypicality are both predictors of leader endorsement. While performance and prototypicality have generally been considered to be independent, this paper suggests that performance and prototypicality are interdependent and have a bi‐directional impact both on each other and on leaders' capacity to engage in identity entrepreneurship (i.e., to define shared group norms and ideals). Two experimental studies indicate that followers infer leaders' prototypicality from their performance and that a leader's prototypicality determines perceptions of performance (indicating reversed causality). Moreover, there is evidence that both performance and prototypicality enhance leaders' capacity to act as identity entrepreneurs. These findings extend our understanding of the mutually dependent causal relationship between followers' perceptions that a leader is ‘one of us’ and that he or she is ‘doing it well’. They also provide the first experimental evidence that these factors are joint determinants of leaders' identity entrepreneurship. Copyright © 2013 John Wiley & Sons, Ltd.     

Group Identities and Human Values

Abstract

The author assessed the relationships between group identities and endorsement of (a) national strength and order and (b) international harmony and equality, important frames of reference for the individual. The respondents were 231 Australian psychology undergraduates (158 women, 73 men). Results of hierarchical regression analysis showed that the best predictor of endorsement of national strength and order was the identity of capitalist, whereas the identities of socialist, environmentalist, and global citizen best predicted the endorsement of international harmony and equality.     

Focus of attention and causal attributions of actors and observers

An experiment was conducted to test the hypothesis that actors' and observers' causal attributions are a function of their focus of attention. In the presence of observer-subjects, actor-subjects made a choice among several art works in a supposed decision-making study. The experiment was a 2 × 2 × 2 factorial design with the factors (1) source of attribution (actors, observers); (2) camera (actor videotaped, actor not videotaped); and (3) situational stability (stable, dynamic environment). As predicted by the focus of attention-causal attribution notion, it was found that actors attributed more causality to the situation than observers under normal circumstances, when the camera was not operative, but that videotaping the actor reversed the usual actor-observer pattern such that actors attributed less causality to the situation than did observers. Further, when the environment was stable, actors attributed more causality to the situation in the no camera condition than in the camera condition, while observers attributed less to the situation in the no camera conditions than in the camera conditions. Additionally, both actors and observers attributed more causality to the situation when the environment was dynamic than when the environment was stable.     

A comparison of remedial, failure, and successful secondary school students across self-perception and past and present school performance variables

Three groups of Grades 9-10 adolescents were compared across a combination of self-perception and school performance variables (past and present). The three groups studied were (1) students in remedial math and English classes (Remedials), (2) unsuccessful regular-stream students failing three or more subjects (Failures), and (3) successful regular-stream students failing no more than one course (Controls). The sample of 96 students was predominantly female, and subjects were enrolled in a general nonuniversity preparatory program at a commercial high school in an inner-city working-class district. Five sets of measures were used: Self-Perception Measures (Peer, Family, and Academic Self-Concept scales, as well as self-report measures of Study Habits and Educational Aspirations), Current, Past and Follow-up School Performance Measures (academic and nonacademic), and Attribution Measures (student and teacher attributions of reason for failure). Results indicated significant differences between the three groups on several variables. Compared with the Controls, both Remedials and Failures had lower Academic Self-Concepts and lower Reading Levels, but only the Remedials had significantly lower levels of Intellectual Functioning, in addition to lower Math Achievement Levels than the Controls. The Failure group was significantly lower than the other two groups on Family Self-Concept, Attendance, and Overall Grade Percentage (both at the initial and follow-up periods), and they had records showing a higher frequency of elementary school Behavior Problems. Thus it was suggested that school failure was related to emotional difficulties to a significantly greater degree for the Failure group as compared to the Remedial group, which was characterized by more straightforward academic and intellectual deficits. Finally, Failures and Remedials and their teachers tended to attribute the student's failure in particular courses fairly equally to either the student's difficulty in grasping the subject matter, or to insufficient effort, whereas those Controls who were failing a course tended to blame their failure on "Teacher Problems."     

Effects of preexisting and manipulated self-efficacy on weight loss in a self-control program

The present study was designed to investigate the effects of self-efficacy on weight loss utilizing self-control techniques. Subjects high and low in preexisting self-efficacy were randomly assigned to high or low manipulated self-efficacy groups in a 2 × 2 (preexisting self-efficacy × manipulated self-efficacy) factorial design. Preexisting self-efficacy was assessed using procedures employed byBandura and Adams (1977, Cognitive Therapy and Research, 1, 287–308). Selfefficacy was manipulated by having subjects attribute successful task performance to a previously unrecognized capacity for self-control. Subjects met in groups once a week for a total of 8 weeks and received a comprehensive weight control program within the context of self-control. Results indicated significant manipulated and preexisting × trials interactions with both the high manipulated and preexisting self-efficacy groups losing more weight over the 8 weeks than the low preexisting and manipulated groups. In addition, locus of control was predictive of weight loss, with internals tending to lose more weight than externals. Results are discussed in terms of Bandura's (1977, Psychological Review, 84, 191–215) theory of self-efficacy.