Upward power tendencies in a hierarchy: Power Distance Theory versus bureaucratic rule

Two contrasting notions concerning upward power tendencies within hierarchically structured groups are investigated. Power Distance Theory assumes that people have a desire for power that results in a tendency to reduce the power distance towards a more powerful other, and this tendency is assumed to be stronger the smaller the power distance. The bureaucratic rule implies that a vacant position may only be taken over by someone from the level immediately below the vacant position. In Experiment 1, power distance from the top position of a hierarchy was manipulated by assigning 120 subjects to a higher or a lower position in a power hierarchy. Results showed that only the motivation derived from the bureaucratic rule (i.e. entitlement) mediated the relationship between power distance and upward tendencies. In Experiment 2, a more pertinent test of the two theoretical notions was performed by assigning 139 subjects to one of three positions. The main results were consistent with the bureaucratic rule: (1) subjects immediately below the top position showed a stronger upward tendency towards this position than subjects in the two lower positions, whereas no differences were found between subjects in these two lower positions; (2) again only entitlement mediated the relationship between power distance and upward tendencies.     

On becoming a leader: Effects of gender and cultural differences on power distance reduction

The present research focused on power processes in a simulated organizational structure consisting of three hierarchical levels occupied by different numbers of mules and females. Subjects were presented with a chart showing the organizational hierarchy of which they were a member placed at the lowest level, and asked to nominate any person for the leader position vacated by the current incumbent. The results of Experiment I (n = 88 Dutch male and female university students) showed that male subjects strongly overnominated themselves, whereas a majority of the female subjects nominated either self or another female. Of the others that were nominated by both males and females, almost all were occupants of positions immediately below the leader position, indicating the normative influence of a bureaucratic rule of leader succession. Experiment 2 was a replicational study carried out in a different culture (n = lOl Polish male and female university students). Polish subjects adhered to the bureaucratic rule more strongly than their Dutch counterparts, and both females and males nominated mostly males. Results are discussed with reference to gender self-stereotypes and cultural differences.     

Wanting to Be Boss and Wanting to Be Subordinate: Effects on Performance Motivation

Does dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles? Participants in 69 dyads (33 all‐women, 36 all‐men) indicated whether they preferred the high‐power role (owner of an art gallery) or the low power role (assistant to the owner). Power roles were then randomly assigned. The dyad's interaction during task solving was videotaped. Uninvolved coders rated performance motivation as the degree of quality of the superior's and the subordinate's task contributions and effort put into the task. Performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference. Leadership effectiveness is thus affected by the superior's power motivation.     

Group power as a determinant of interdependence and intergroup discrimination

This experiment (N = 239) investigated the effects of group power and legitimacy of power differentials on intergroup discrimination, measured through negative outcome allocations and linguistic abstraction. Furthermore, it examined the mechanisms through which group power affects discrimination by testing the mediating role of perceived interdependence and social identification. Three power conditions were created by modifying the standard minimal group paradigm: equal, high and low power conditions. Power was directly proportional (legitimate conditions) or inversely proportional (illegitimate conditions) to group members' performance in a problem-solving task. Results showed that intergroup discrimination in the high and low power conditions was higher than in the equal power condition on both the allocation and the linguistic measures. Legitimacy moderated the effect of group power on negative outcome allocations, while it had a main effect on the linguistic abstraction. In addition, perceived interdependence turned out to be the main mediator of the effect of power on negative outcome allocations. Copyright © 2006 John Wiley & Sons, Ltd.     

You can't reason with them: Dismissing religious defectors as irrational

Millions of people leave their religion every year. Such defection often results in religious persecution, ostracism, and heightened intergroup conflict. Yet little is known about the underlying perceptions of religious defectors and what intergroup processes predict hostility toward them. In two pre-registered studies (N = 512), we investigated how religious group members' thoughts and feelings about defectors may lead to ostracism and a lack of dialogue. In both studies, group members rated defectors as unlikeable and irrational. Further, the strength of group members' religious group identification (but not religious belief conviction) predicted dislike and unwillingness to relate wisely with defectors (Study 2). Implications for intergroup research and improving the experience of religious defectors are discussed.     

Increasing Family Members' Appreciation of Family Caregiving Stress

Participants read a message discussing the duties of a typical family caregiver (for example, a woman taking care of her elderly mother) and the associated psychological, physical, social, and financial stresses. The message was accompanied by an appeal that was either a control or was altruistic (other-oriented: focusing on the mother/caregiver's well-being) or egoistic (self-oriented: focusing on the child of the caregiver's needs and feelings). Participants who received an altruistic appeal were more appreciative of caregiving stresses than were those given an egoistic or a control appeal. Increasing family members' awareness of the stress involved in family caregiving is a first step in encouraging them to personally intervene on behalf of the caregiver.     

权力对人际敏感性的影响

高权力还是低权力的个体更能准确地理解他人的想法和感受？这个问题在人际关系研究领域没有定论。长期以来研究者认为,高权力者的人际敏感性要弱于低权力者,但近年来这一观点受到很多的质疑。研究发现,在特定情况下,高权力者的人际敏感性可能强于低权力者。虽然目前为止两种“矛盾”的观点都有各自相应的实证结论,但缺乏理论上的系统解释。通过对当前权力与人际敏感性关系的争议进行梳理,并以权力对认知的影响为基础,结合权力通过情绪和动机的作用,整合形成权力的影响机制,不仅可以在一定程度上诠释已有的“矛盾”观点,还可以由此明确未来从个人因素和社会因素出发进一步深入研究两者关系的方向。     

Interpreting references to group membership in context: feelings about intergroup contact depending on who says what to whom

Contact research often manipulates the salience of group membership, with little consideration of how such manipulations affect feelings toward intergroup contact, and how contextual features may moderate its effects. We propose that feelings toward intergroup contact may not depend solely on the degree to which group membership appears to be salient, but on how references to group membership are interpreted in the intergroup context. Two experimental studies examined how references to group membership may be interpreted differently depending on their source (ingroup or outgroup) and the recipient (minority or majority), and how these interpretations predict feelings toward cross‐group interactions. In Study 1, references to group membership were interpreted more negatively from an outgroup source among majority participants, yet a reverse pattern was observed for minority participants. Similar effects were obtained in Study 2, yet participants tended to respond negatively when an outgroup member referred specifically to their group. Moreover, feelings about cross‐group interactions were predicted only (Study 1) and strongly (Study 2) by the degree to which outgroup members' references were interpreted negatively, beyond what was predicted by participants' general awareness of group membership. Implications of these findings for future research on contact and salience are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

The influence of intra‐team conflict on work teams' affective climate: A longitudinal study

We analysed whether relationship conflict mediates the link between task conflict and shared affect at the team level of analysis. Moreover, we tested the hypothesis that the relationship between these two types of intra‐team conflict would be moderated by team members' interaction. The sample was composed of 156 bank branches. Data were gathered at two points in time. Two affect dimensions (tension and enthusiasm) were measured. The results obtained supported our hypotheses. Relationship conflict fully mediated the relationship between task conflict and team affect. Team members' interaction about team issues moderated the relationship between task conflict and relationship conflict, so that when team members' interaction was low, the relationship enhanced, whereas when team members' interaction was high, the relationship weakened.     

The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

All is well that ends well,at least for proselfs: emotional reactions to equality violation as a function of social value orientation

In step‐level public good dilemmas the equality rule serves as an important distribution rule to tacitly coordinate group members' decisions. In two studies, we examined the motives that may underlie the use of the equality rule. More specifically, we examined whether people use the equality rule out of fairness concerns or out of efficiency concerns. For this purpose, we assessed people's emotional reactions toward a violator of the equality rule when the group succeeded vs. failed, as a function of social value orientation. The results of both experiments showed that proselfs' emotional reactions towards a violator were a function of the success or the failure of the group, whereas prosocials' emotional reactions did not vary as a function of the outcome feedback. These results suggest that prosocials prefer the equality rule out of fairness concerns whereas for proselfs efficiency concerns dominate. Copyright © 2005 John Wiley & Sons, Ltd.     

How Low Can You(r Power) Go? It Depends on Whether You are Male or Female

Three online experiments were conducted to determine whether gender differences in feelings of power are most evident in objectively lower or higher power situations (total n?=?1360; Studies 1 and 2: 238 and 771 U.S. MTurk respondents respectively; Study 3: 351 Canadian university students). We focused on evaluating whether men’s and women’s responses were in line with a cushioning account, whereby the higher power generally accorded to men as a group essentially serves as a back-up power source for men in lower power positions. We also evaluated support for a ceiling account, whereby women’s feelings of power are limited in higher power positions. Results were consistent with the cushioning account: Men reported feeling more powerful than women did when imagining or recalling occupying a lower power position and in a control baseline, but no gender difference was evident under higher power conditions. Results further revealed that women’s feelings of power were more variable across lower versus higher power positions than were men’s and indicated that women’s feelings of power are quite responsive to situationally afforded high power when it is available. Overall our findings suggest that occupying a higher power role eradicates gender differences in feelings of power that are otherwise evident and thus has an equalizing effect.

     

Empathic Accuracy,Meta-Perspective,and Satisfaction in the Coach-Athlete Relationship

This study investigated the empathic accuracy of sixty coach-athlete dyads, its antecedents (meta-perceptions of relationship) and consequences (perceptions of satisfaction). An adaptation of Ickes's (2001) unstructured dyadic interaction paradigm was used to assess empathic accuracy whereby coach-athlete dyads were filmed during training. A selection of video clips containing the dyads' interactions during a typical training session were shown to them. The dyad members were asked to report their recollected thoughts and/or feelings while making inferences about what their partners' thought and felt at specific points of interaction. Empathic accuracy was estimated by comparing the dyads' self-reports and inferences. The results of a structural equation model analysis indicated an association between members' meta-perceptions or judgments that their partner is positive about the athletic relationship and increased empathic accuracy. Increased empathic accuracy was in turn associated with higher levels of satisfaction. These results are discussed based on issues they raise for theory and measurement.     

Collective Guilt and Collective Guilt Feelings

Can collectives feel guilt with respect to what they have done? It hasbeen claimed that they cannot. Yet in everyday discourse collectives areoften held to feel guilt, criticized because they do not, and so on.Among other things, this paper considers what such so-called collectiveguilt feelings amount to. If collective guilt feelings are sometimesappropriate, it must be the case that collectives can indeed beguilty. The paper begins with an account of what it is for a collectiveto intend to do something and to act in light of that intention.According to this account, and in senses that are explained, there is acollective that intends to do something if and only if the members of agiven population are jointly committed to intend as a body to do thatthing. A related account of collective belief is also presented. It isthen argued that, depending on the circumstances, a group's action canbe free as opposed to coerced, and that the idea that a collective assuch can be guilty of performing a wrongful act makes sense. The ideathat a group might feel guilt may be rejected because it is assumed thatto feel guilt is to experience a ``pang'' or ``twinge'' of guilt –nothing more and nothing less. Presumably, though, there must becognitions and perhaps behavior involved. In addition, the primacy, eventhe necessity, of ``feeling-sensations'' to feeling guilt in theindividual case has been questioned. Without the presumption that it isalready clear what feeling guilt amounts to, three proposals as to thenature of collective guilt feelings are considered. A ``feeling ofpersonal guilt'' is defined as a feeling of guilt over one's own action.It is argued that it is implausible to construe collective guiltfeelings in terms of members' feelings of personal guilt. ``Membershipguilt feelings'' involve a group member's feeling of guilt over what hisor her group has done. It is argued that such feelings are intelligibleif the member is party to the joint commitment that lies at the base ofthe relevant collective intention and action. However, an account ofcollective guilt in terms of membership guilt feelings is found wanting.Finally, a ``plural subject'' account of collective guilt feelings isarticulated, such that they involve a joint commitment to feel guilt asa body. The parties to a joint commitment of the kind in question may asa result find themselves experiencing ``pangs'' of the kind associatedwith personal and membership guilt feelings. Since these pangs, byhypothesis, arise as a result of the joint commitment to feel guilt as abody, they might be thought of as providing a kind of phenomenology forcollective guilt. Be that as it may, it is argued the plural subjectaccount has much to be said for it.     

Aboriginal Self‐Determination in Australia

In the context of Aboriginal–Anglo Australian relations, we tested the effect of framing (multiculturalism versus separatism) and majority group members' social values (universalism) on the persuasiveness of Aboriginal group rhetoric, majority collective guilt, attitudes toward compensation, and reparations for Aboriginals. As predicted, Anglo Australians who are low on universalism report more collective guilt when presented with a multiculturalist than a separatist Aboriginal frame, whereas those high on universalism report high levels of guilt independent of frame. The same pattern was predicted and found for the persuasiveness of the rhetoric and attitudes toward compensation. Our data suggest that (a) for individuals low in universalism, framing produces attitudes consonant with compensation because it produces collective guilt and (b) the reason that universalists are more in favor of compensation and reparation is because of high collective guilt. We discuss the strategic use of language to create power through the manipulation of collective guilt in political contexts.     

Development of Strategic Norms in Groups

In his classic norm formation research, Sherif (1935) demonstrated convergence in group members' judgments of ambiguous perceptual stimuli. In the present study, we investigated convergence in group members' strategic orientations for solving problems, specifically riskiness and conservatism. According to Regulatory Focus Theory (Higgins, 1998), people in a “promotion focus” (who are sensitive to the presence and absence of positive outcomes and who desire accomplishments) adopt risky strategies for solving problems, whereas people in a “prevention focus” (who are sensitive to the absence and presence of negative outcomes and who desire security) adopt conservative strategies. Using a modified version of Sherif's classic paradigm, we introduced a subtle manipulation to induce promotion vs prevention focus in three-person groups working on a multitrial recognition memory task. We found evidence that group members' responses converged and that this convergence was associated with a directional bias in strategic orientation (i.e., promotion groups were riskier than prevention groups). Implications of these results for understanding shared reality in groups were discussed.     

Goal orientation of team leaders: Its effects on performance and group interaction in software development projects

Abstract

Goal orientation is an action style implying the development of long-range and precise goals, and persistent pursuit of these goals. Goal orientation is not only important for a person's own performance but also for the performance of others in a co-operative work setting. This applies particularly to team leaders, whose goal orientation was predicted to correlate with both team performance and quality of group interaction within the team. In a sample of 44 team leaders and 141 other team members of software development projects it was found that team leaders' goal orientation is related to the quality of the development process, the quality of the final product, and the interaction within the team. This is true both for team leaders' estimates of the dependent variables and for aggregated scores of the team members' estimates. Interaction effects between team members' and team leaders' goal orientation were also found.     

The Analysis of Character Traits in Group Therapy

The author describes a support group led by two psychiatrists for individuals with AIDS set in the participants' residence, the AIDS Community Residence Association (ACRA) House. Similar to other AIDS groups described in the literature, the residents spoke of existential fears such as losing their physical beauty or intellect. In contrast to the intimate and familial atmosphere of many other AIDS groups, the members' strong sense of invasion by the facilitators and their ongoing ambivalence were striking. This reaction toward the group and the co-leaders appeared to be metaphorically related to the “invasion” of illness and health care workers into their lives. As members better tolerated and expressed these thoughts and feelings, a greater intimacy and sense of “family” emerged.     

Action Research on Meaning-Making at Residents' Meetings for Local Disability Policy1

This is the third in a series on residents' meetings (RMs) for municipal disability policymaking in Japan; members included people with disabilities (PWDs). I focused on members' meaning-making process for three community organizational goals: task, process, and relationship. Action research was employed in all three studies during my participation in RMs, which began in 2002. The present study is a follow-up on the meetings' development and covers 2013 to 2019. Meetings were divided into three phases: (a) use of the annual symposium to inform a broader audience about disability policies; (b) appreciation that PWDs can play active roles as supporters of others, especially other PWDs; and (c) recognition that contradiction and dilemma are present in attempts to provide “universal” social equipment for social minorities. The three goals were interrelated through uncertainty and vagueness of RMs; however, it enabled the members to interpret their multifaceted disability-related experiences. PWDs realized their power to help others and developed disability identities through intensive discussions, while they realized the difficulty of social acceptance of their power and the limited solidarity among PWDs.     

The Formation of Attitudes Toward New Immigrant Groups1

People often receive information about new immigrant groups prior to any direct contact with group members. However, it is not clear how this information shapes attitudes toward the groups. To explore this issue, 204 subjects were told about an unknown immigrant group that was presented as high or low in personal relevance. Subjects were then given positive or negative consensus information about the emotions that group members elicit from others, group members' personality traits, and group members' values. As expected, results indicated that the presentation of positive information about emotional reactions, personality traits, and values caused attitudes to be more favorable than did the presentation of negative information. Importantly, however, the combined impact of the emotion and personality trait information depended on whether the group was perceived to be of high or low personal relevance. Specifically, when the information about emotions and personality traits was similarly valanced (i.e., both were positive or both were negative), attitudes toward the group tended to be less favorable in the high personal relevance condition than in the low personal relevance condition. In contrast, when mixed information was presented (i.e., positive emotions and negative personality traits or negative emotions and positive personality traits), attitudes tended to be more favorable in the high personal relevance condition. In addition, attitudes, once formed, predicted further perceptions of the group and behavioral intentions toward group members. The implications of the findings for the reduction of prejudice toward new immigrant groups are discussed.