Researchers have suggested that viewing social inequity as dominant-group privilege (rather than ... more Researchers have suggested that viewing social inequity as dominant-group privilege (rather than subordinate-group disadvantage) enhances dominant-group members' support for social policies aimed at lessening such inequity. However, because viewing inequity as dominant-group privilege can be damaging to dominant-group members' self-images, this perspective is frequently resisted. In the research reported here, we explored the circumstances that enhance the likelihood of dominant-group members' viewing inequity as privilege. Because social hierarchies have multiple vertical dimensions, individuals may have high status on one dimension but low status on another. We predicted that occupying a subordinate position on one dimension of social hierarchy could enhance perceptions of one's own privilege on a different dimension of hierarchy, but that this tendency would be diminished among individuals who felt they had achieved a particularly high level of success. Results from three studies that considered gender-based and race-based hierarchies in organizational settings supported our hypothesis.
The authors contribute to the ongoing debate about the existence of a female leadership advantage... more The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage.
International Journal of Conflict Management, 2007
Purpose – The purpose of this article is to review and comment on recent and emerging trends in n... more Purpose – The purpose of this article is to review and comment on recent and emerging trends in negotiation research, and to highlight the importance of the interactions between various dimensions of negotiation. Design/methodology/approach – Consistent with the behavioral negotiation framework, a two-level structure is maintained consisting of the contextual characteristics of negotiation, on the one hand, and the negotiators
... Fuqua School of Business, Duke University Leigh Plunkett Tost and Morela Hernandez ... behavi... more ... Fuqua School of Business, Duke University Leigh Plunkett Tost and Morela Hernandez ... behavior are rooted in the human need to combat the notion that physical death is the end of individual existence (Jonas, Schimel, Greenberg, & Pyszczynski, 2002), by specifying conditions ...
Organizational Behavior and Human Decision Processes, 2015
ABSTRACT Across four experiments, we examine how the experience of power affects intergenerationa... more ABSTRACT Across four experiments, we examine how the experience of power affects intergenerational decision-making. We argue, and empirically demonstrate, that the experience of power enhances intergenerational beneficence. This effect emerges because the experience of power in intergenerational dilemmas prompts a sense of social responsibility among powerholders. In particular, the experience of power in intergenerational contexts leads people to feel an obligation to look out for the long-term interests of others, which in turn enhances generosity to future others. Thus, the positive effect of power on intergenerational beneficence is mediated by a sense of responsibility to look after others’ long-term interests.
Researchers have suggested that viewing social inequity as dominant-group privilege (rather than ... more Researchers have suggested that viewing social inequity as dominant-group privilege (rather than subordinate-group disadvantage) enhances dominant-group members' support for social policies aimed at lessening such inequity. However, because viewing inequity as dominant-group privilege can be damaging to dominant-group members' self-images, this perspective is frequently resisted. In the research reported here, we explored the circumstances that enhance the likelihood of dominant-group members' viewing inequity as privilege. Because social hierarchies have multiple vertical dimensions, individuals may have high status on one dimension but low status on another. We predicted that occupying a subordinate position on one dimension of social hierarchy could enhance perceptions of one's own privilege on a different dimension of hierarchy, but that this tendency would be diminished among individuals who felt they had achieved a particularly high level of success. Results from three studies that considered gender-based and race-based hierarchies in organizational settings supported our hypothesis.
The authors contribute to the ongoing debate about the existence of a female leadership advantage... more The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage.
International Journal of Conflict Management, 2007
Purpose – The purpose of this article is to review and comment on recent and emerging trends in n... more Purpose – The purpose of this article is to review and comment on recent and emerging trends in negotiation research, and to highlight the importance of the interactions between various dimensions of negotiation. Design/methodology/approach – Consistent with the behavioral negotiation framework, a two-level structure is maintained consisting of the contextual characteristics of negotiation, on the one hand, and the negotiators
... Fuqua School of Business, Duke University Leigh Plunkett Tost and Morela Hernandez ... behavi... more ... Fuqua School of Business, Duke University Leigh Plunkett Tost and Morela Hernandez ... behavior are rooted in the human need to combat the notion that physical death is the end of individual existence (Jonas, Schimel, Greenberg, & Pyszczynski, 2002), by specifying conditions ...
Organizational Behavior and Human Decision Processes, 2015
ABSTRACT Across four experiments, we examine how the experience of power affects intergenerationa... more ABSTRACT Across four experiments, we examine how the experience of power affects intergenerational decision-making. We argue, and empirically demonstrate, that the experience of power enhances intergenerational beneficence. This effect emerges because the experience of power in intergenerational dilemmas prompts a sense of social responsibility among powerholders. In particular, the experience of power in intergenerational contexts leads people to feel an obligation to look out for the long-term interests of others, which in turn enhances generosity to future others. Thus, the positive effect of power on intergenerational beneficence is mediated by a sense of responsibility to look after others’ long-term interests.
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