Reversing downward performance spirals
Journal of Experimental Social Psychology, Vol.49(3)
Author(s): Tim Rees, Jessica Salvatore, Pete Coffee, S. Alexander Haslamd, Anne Sargent, Tom Dobson
Abstract: Research has typically portrayed downward performance spirals as inevitable following initial failure experiences. On the basis of social identity the...
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On Keeping Your Enemies Close: Powerful Leaders Seek Proximity to Ingroup Power
Journal of Personality and Social Psychology, Vol. 102(3)
Author(s): Nicole L. Mead, Jon K. Maner
Abstract: Throughout history, humans have had to detect and deflect myriad threats from their social and physical environment in order to survive and flourish. ...
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Power, Stability of Power, and Creativity
Journal of Experimental Social Psychology, Vol. 47(5)
Author(s): Daniel J. Sligte, Carsten K.W. de Dreu, Bernard A. Nijstad
Abstract: Power hierarchies are an essential aspect of social organization, create stability and social order, and provide individuals with incentives to climb ...
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Looking Down and Ramping Up: The Impact of Status Differences on Effort in Intergroup Contexts
Journal of Experimental Social Psychology, Vol. 46(1)
Author(s): Nathan C. Pettit, Robert B. Lount, Jr.
Abstract: This paper examines how the status of an out-group impacts effort in intergroup settings. The results provide evidence that people work harder when th...
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The Essential Tension Between Leadership and Power: When Leaders Sacrifice Group Goals for the Sake of Self-interest
Journal of Personality and Social Psychology, Vol. 99(3)
Author(s): Jon K. Maner, Nicole L. Mead
Abstract: Throughout human history, leaders have been responsible for helping groups attain important goals. Ideally, leaders use their power to steer groups to...
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