Countless studies have investigated how a leader’s behaviour influences their followers. There’s been very little work, though, on the reverse: how followers might influence their leaders. Now a new paper, published in the Journal of Applied Psychology, helps to plug that gap with an alarming finding: good, morally upstanding followers can create less ethical leaders.
When you picture God, who do you see: a young black woman, or an old white man? Chances are it’s the latter — and a new study in the Journal of Personality and Social Psychology suggests that that image has its consequences.
All kinds of animals use their bodies to signal a high social rank — humans included. But a growing body of research suggests that, for us at least, there are two distinct routes to becoming a leader. One entails earning respect and followers by demonstrating your knowledge and expertise, which confers prestige. An alternative strategy is to use aggression and intimidation to scare people into deference — that is, to use dominance instead.
These two ways to the top are very different. And, to get on with their leader, an inferior-status individual would have to respond to these two types of leadership differently, too. So, reasoned, Zachary Witkower and Jessica Tracy at the University of British Columbia, and colleagues, rather than a single human high rank, “power” display, perhaps there are two distinct patterns of non-verbal behaviour that communicate to other individuals exactly what kind of leader someone is.
Their new paper, published in the Journal of Personality and Social Psychology, reveals that this is indeed the case. This is important for understanding how we display rank, and perceive and respond to it. It could also explain why studies into “power posing” have produced conflicting results.
Public apologies for misdeeds can be tricky. The usual advice to companies, politicians or celebrities is to acknowledge what you’ve done wrong, express regret, and promise never to do it again. However, the public can still often be sceptical and not particularly forgiving. Matthew Hornsey at the University of Queensland and colleagues wondered if it makes a difference if remorse is also conveyed non-verbally — by dropping to the knees, perhaps, or wiping away tears, as for example when Canadian Prime Minister Justin Trudeau issued a “tearful” apology to indigenous Canadians in 2017.
The team’s set of six studies, published in the Journal of Personality and Social Psychology: Interpersonal Relations and Group Processes, shows that such “embodied remorse” can go down quite well — at least, among some groups. However, a consistent finding across the studies was that such gestures don’t actually improve levels of public forgiveness.
These results are important in part because while some public apologies are minor — of the “TV star admits drug use” type — they are also considered to be an essential part of the process of reconciliation after gross violations of human rights, and even genocide. The public response to such apologies can clearly have huge ongoing implications.
Many commentators considered President Obama’s reversal on same-sex marriage an act of courage. But this isn’t how the public usually perceives moral mind-changers, according to a team led by Tamar Kreps at the University of Utah. Their findings in the Journal of Personality and Social Psychology suggest that leaders who shift from a moral stance don’t appear brave – they just look like hypocrites.
You may have seen the recent viral TV interview in which the Canadian psychologist Jordan Peterson claimed that an important part of the reason there are fewer women than men in leadership positions is to do with personality differences between the sexes. Specifically, he said that women on average score lower than men on traits, such as assertiveness, that are known to be associated with reaching senior roles, and higher on others that work against promotion, especially agreeableness and emotional sensitivity.
While these observations are largely backed byevidence, what’s far less clear – because the question simply hasn’t been studied much before – is whether women who reach senior management tend to share the traits of men in these positions, or if instead female bosses have a contrasting personality profile, indicative of an alternative, “feminine” route to the top.
These are pertinent questions for any one who would like more gender diversity in leadership roles because the findings could point to clues for how to ease the promotion path for women. For a new paper in Journal of Vocational Behaviour, a team led by Bart Wille at the University of Antwerp has investigated.
Highly intelligent people tend to make good progress in the workplace and are seen as fit for leadership roles: overall, smarter is usually associated with success. But if you examine the situation more closely, as does new research in the Journal of Applied Psychology, you find evidence that too much intelligence can harm leadership effectiveness. Too clever for your own good? Let’s look at the research.
One year ago today, Donald J Trump, a man with no political or military experience, defied expectations, winning the election to become the 45th president of the United States. Nearly 63 million voted for him, including, and in spite of his reputation for sexism, over half of all white women. In an open-access paper in Evolutionary Studies in Imaginative Culture, Dan McAdams, one of the world’s leading experts in personality psychology, proposes an explanation for Trump’s popular appeal that is grounded in evolutionary psychology, personality theory and the social psychology of leadership.
There are certain situations where it’s advantageous for an introvert to take charge. For instance, perhaps they are better qualified than their extroverted peers. The trouble is, most introverts tend to shy away from seizing informal leadership opportunities when they arise (psychologists call this “emergent leadership” – when someone takes charge in a team without a formal hierarchy).
A new study in Personality and Individual Differences suggests this might be because introverts expect to find group tasks and situations unpleasant, which inhibits them from displaying the kind of behaviours required to take charge of their group. By helping introverts to realise they may enjoy leadership more than they expect, Andrew Spark and his colleagues at Queensland University of Technology say it may be possible to encourage more introverts to step up to the plate.
As the first cohort of women leaders began pushing up against the glass ceiling, many hoped it would shatter… but it only cracked. Today fewer than 10 per cent of Fortune 500 companies are led by people from ethnic minority groups and women combined, and although the reasons are manifold, blame has been laid at the feet of the early pioneers themselves.
The accusation is that successful people from underrepresented groups act as gatekeepers, keeping out others to maintain their special status and to identify with the dominant majority (the most famous example being the Queen Bee syndrome where a female boss undermines other women). But new research from the Academy of Management Journal suggests a different and very understandable reason that minority members are cautious to show enthusiasm for increasing diversity – because they know it could spell disaster for their own career if they did.