Fear and uncertainty in the face of death: The role of life after death in group identification

Terror management theory argues that mortality‐induced terror motivates group identification. Uncertainty–identity theory argues that uncertainty about what happens after death motivates group identification. Two experiments were conducted to test the latter reasoning. In Experiment 1 (n = 187), mortality salience was manipulated, and uncertainty about the afterlife was measured to predict national identification. As hypothesized, mortality salience strengthened identification only among those who were uncertain about the afterlife. In Experiment 2 (n = 177), mortality salience was manipulated as before, but belief in an afterlife was also manipulated—participants were primed to believe that there was an afterlife, there was not an afterlife, or the existence of an afterlife was uncertain. As in Experiment 1, mortality salience strengthened identification only among those who were existentially uncertain. These experiments show that uncertainty plays a significant role in reactions to mortality salience, and support uncertainty–identity theory's analysis of the role of self‐uncertainty in ideological conviction and group behavior. Copyright © 2011 John Wiley & Sons, Ltd.     

The impact of individualist and collectivist group norms on evaluations of dissenting group members

Two experiments were conducted to investigate the impact of individualist and collectivist norms on evaluations of dissenting group members. In the first experiment (N = 113), group norms prescribing individualism or collectivism were manipulated and participants were asked to evaluate a group member who expressed an attitude dissenting from or concordant with the group. In line with predictions, group members with concordant attitudes were evaluated more positively than group members with dissenting attitudes when norms prescribed collectivism. However, for high identifiers, we found an attenuation of the preference for concordant over dissenting attitudes when norms prescribed individualism. These findings were replicated in a second experiment (N = 87), where dissent was operationalized in a way that did not reveal the content of the attitude. The discussion focused on the importance of individualist norms for broadening latitudes of acceptable group member behavior.     

A cheat in our midst: How people evaluate and respond to fellow group members who cheat

Having a group cheat within a group can violate group trust and reduce the benefits gained from group membership. However, group members will sometimes cheat to get an advantage over other in‐group members. In two experiments, the present research investigated how group members evaluate and respond to fellow group members who cheat, and whether group prototypicality or evaluators’ group identification moderate evaluations and behavioral recommendations toward group cheats. In Study 1 (N = 146 undergraduate students), group members evaluated group cheats more negatively than a comparable group deviant. However, highly identified group members would spare a cheat who had high group prototypicality. In Study 2 (N = 227 undergraduate students), highly identified group members rated a one‐time cheat with high prototypicality more favorably than a one‐time cheat with low prototypicality. However, prototypicality did not moderate evaluations toward a multiple time group cheat. In both studies, target evaluations were associated with changes in behavioral recommendations. Overall, results indicate a pattern similar to research on transgression or deviance credit: having group prototypicality can save a group cheat from an initial negative evaluation from highly identified group members, but prototypicality does not buffer against negative evaluations toward multiple time group cheaters.     

Social identity and the attitude–behaviour relationship: effects of anonymity and accountability

Two experiments examined the impact of anonymity and accountability on the expression of group‐mediated attitude‐behaviour consistency. In Study 1, low and high identifiers (N = 106) were exposed to an attitude‐congruent norm and provided information about their intentions under anonymous and in‐group accountable conditions. In Study 2, salience of identity was manipulated, and participants (N = 185) were exposed to either an attitude‐congruent or an attitude‐incongruent norm, and provided information on their intentions and behaviour under anonymous and in‐group accountable conditions. In both studies, accountability elicited group‐normative attitudes and behaviour among individuals for whom the group was not a salient basis for self‐definition. When the group was a salient basis for self‐definition, the expression of attitude‐consistent intentions and behaviour was greater in anonymous conditions. It is suggested that strategic effects, such as those that occur in the presence of an in‐group audience, influence displays of group‐normative attitude–behaviour consistency. Copyright © 2006 John Wiley & Sons, Ltd.     

Uncertainty, entitativity, and group identification

Two studies examined the effects of self-uncertainty and ingroup entitativity on group identification. From uncertainty reduction theory (Hogg, 2000), it was hypothesized that people would identify most strongly with their group if they felt self-conceptually uncertain and the group was highly entitative. Study 1 was a field experiment (N = 114) in which the perceived entitativity of participants’ political party was measured, and self-uncertainty was primed (high vs. low). Study 2 was a laboratory experiment (N = 89) with ad hoc non-interactive groups. Uncertainty was primed as in Study 1, but perceived entitativity was manipulated. In both cases the dependent variable was a multi-item measure of group identification. The hypothesis was fully supported in both studies—participants identified more strongly when they were uncertain and the group was highly entitative. Implications of this research for the role of uncertainty and social identity in extremism, orthodoxy, and ideological belief systems are discussed.     

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.     

Attitudes in social context: A social identity perspective

Research on attitudes and attitude phenomena occupies a central place in social psychology, but tends to focus mainly on cognitive, intra-individual, and interpersonal dimensions. The normative, group membership, and identity dimensions of attitudes tend to attract less attention. This article approaches attitudes from the perspective of research on group processes, intergroup relations, and social identity, and conceptualises attitudes and attitude phenomena in terms of their group normative properties and dynamics. Our perspective is explicitly framed and focused by contemporary social identity theory—a theory that has a great deal to contribute to attitude research, but often does not talk directly about attitudes. We discuss attitudinal influence and change, how people perceive normative attitudes, and how attitudes relate to action.     

Managing Self-Uncertainty Through Group Identification

Hogg's uncertainty-identity theory (UIT) is briefly described to identify similarities and differences to Van den Bos's uncertainty management model (UMM). Against a background of significant overlap in scope, mission and concepts, four differences are identified: First, UMM is primarily a theory of motivation for ideological conviction; UIT is a theory of motivation for group identification. Second, UMM talks about personal uncertainty; UIT talks about self-uncertainty—the implications of this difference in terminology are discussed. Third, both theories focus on uncertainty about self; but UIT also focuses on an array of moderating variables that affect the experience of uncertainty and the way in which self-uncertainty is reduced. Finally, and most significantly, UMM does not detail the process of uncertainty reduction; UIT does—it specifies social cognitive processes that reduce self-uncertainty and contexts that direct these processes toward “normal” group phenomena or toward more extreme group phenomena.     

Empowering students through peer assessment: interrogating complexities and challenges

This paper describes a self-study of the author’s implementation of peer assessment (PA) in an undergraduate education course. The goal was to improve alignment of assessment practice and theory of practice, by introducing PA to empower students and draw on their funds of knowledge. The PA design is described, and student perception data are analysed alongside lecturer reflections. The focus is on elaboration of personal learning points for the author. Findings suggest the success of PA related to students’ ideas about its value, highlighting the importance of motivation to engage as peer assessors. Other findings revealed the author’s blindspots, because there were ways that her values and beliefs constrained goal attainment, and illuminated next steps.