ORCID Profile
0000-0001-6176-2453
Current Organisations
Melbourne Business School
,
University of Melbourne
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Publisher: Elsevier BV
Date: 07-2011
Publisher: Wiley
Date: 12-02-2022
DOI: 10.1111/JASP.12857
Abstract: Though we typically think that power is desirable, in iduals will sometimes avoid power. One explanation for this behavior is some in iduals are averse to the responsibility associated with power and will therefore avoid positions of power. However, people may also avoid power because they perceive it as being inherently negative. This is supported by research on lay theories of power, which suggests that those who endorse the coercive lay theory perceive powerful people as manipulative and deceitful. In this paper, we propose a new theory of power aversion that expands upon the coercive lay theory to more thoroughly explain how negative perceptions of power cause some in iduals to avoid it. We draw from previous research to identify specific negative traits associated with power. Based on this, we propose that some power‐averse in iduals believe that possessing power will turn them into immoral, cold, selfish, and unjust people. For this reason, they avoid power. We also consider the relationship between power aversion and responsibility aversion and suggest a convergence between research on responsibility aversion and lay theories of power.
Publisher: Emerald (MCB UP )
Date: 2005
Publisher: SAGE Publications
Date: 2004
Abstract: Social identity theory typically emphasizes how low status group members resist and challenge imputations of inferiority (Tajfel & Turner, 1979), whereas system justification theory emphasizes the tendency to accept and justify status hierarchies (Jost & Banaji, 1994). On the theoretical assumption that responses to ingroup inferiority would vary according to in idual differences in social dominance orientation (SDO Pratto, Sidanius, Stallworth, & Malle, 1994), we predicted and found in two studies that low SDO members of low status groups engage in resistance and social competition, as social identity theory would predict, whereas high SDO members follow system justifying patterns of acquiescence and even active bolstering of the status quo. The fact that the studies were conducted in two cultures (USA and Italy) that differ with regard to hierarchical traditions and beliefs about social mobility increases the generalizeability of the results and strengthens the conclusion that SDO predicts acquiescent vs. resistant responses to ingroup inferiority.
Publisher: SAGE Publications
Date: 26-06-2013
Abstract: We argue that powerful people tend to engage in social projection. Specifically, they self-anchor: They use the self as a reference point when judging others’ internal states. In Study 1, which used a reaction-time paradigm, powerful people used their own traits as a reference when assessing the traits of group members, classifying group descriptors more quickly if they had previously reported that those terms described themselves. Study 2, which used a classic false-consensus paradigm, showed that powerful people believed that their group-related attitudes were shared by group members. Study 3 showed that more-powerful people relied more on their own state affect when judging other people’s ambiguous emotional expressions. These results support our argument that power fosters self-anchoring, because powerful in iduals are often called on to act as the representative face of their groups, and the association between power and representation prompts the heuristic use of the self to infer group properties.
Publisher: SAGE Publications
Date: 04-11-2011
Abstract: A deeply entrenched status hierarchy in the United States classifies African Americans as lower status than Caucasians. Concurrently, African Americans face marketplace discrimination they are treated as inferior and poor. Because having money and spending money signify status, we explored whether African Americans might elevate their willingness to pay for products in order to fulfill status needs. In Studies 1 and 2, explicit activation of the race concept led some African Americans to pay more than they would otherwise pay and also more than Caucasians. In idual differences in perceived status disadvantage and racial identification moderated this result. In Study 3, when race was salient, an overt status threat (inferior treatment in a purchasing context) similarly led African Americans, but not Caucasians, to pay more than they would otherwise pay. This research illustrates how African Americans whose status is threatened use spending as a way to assert status.
Publisher: No publisher found
Date: 2001
Publisher: Wiley
Date: 07-2006
DOI: 10.1002/EJSP.353
Publisher: Elsevier BV
Date: 03-2006
Publisher: American Psychological Association (APA)
Date: 11-2012
DOI: 10.1037/A0030074
Abstract: By integrating the literatures on implicit leadership and the social functions of discrete emotions, we develop and test a theoretical model of emotion expression and leadership categorizations. Specifically, we examine the influence of 2 socio-comparative emotions-compassion and contempt-on assessments of leadership made both in 1st impression contexts and over time. To demonstrate both internal and external validity, Studies 1a and 1b provide laboratory and field evidence to show that expressing the discrete emotions of contempt and compassion positively relates to perceptions that an in idual is a leader. Study 2 tests the mechanism explaining these associations. Specifically, we show that in a leadership emergence context, contempt and compassion both positively relate to perceptions that the expresser is a leader because each provides cues matching the implicit theory that leaders have higher intelligence. Our findings add to a growing body of literature focused on identifying the processes through which leaders emerge in groups, showing that emotions are an important input to this process. We discuss the implications of our findings and how they might guide future research efforts.
Publisher: American Psychological Association (APA)
Date: 12-2022
DOI: 10.1037/GDN0000156
Publisher: American Psychological Association (APA)
Date: 2001
Publisher: Elsevier BV
Date: 07-2010
Publisher: Emerald Group Publishing Limited
Date: 2011
Publisher: Wiley
Date: 28-06-2008
Publisher: Cambridge University Press
Date: 29-05-2013
Location: United States of America
No related grants have been discovered for Jennifer Overbeck.