A Reciprocal Influence Model of Social Power: Emerging Principles and Lines of Inquiry

Self- and Other-Orientation in High Rank: A Cultural Psychological Approach to Social Hierarchy

PUBLIC ABSTRACT

Social hierarchy is one fundamental aspect of human life, structuring interactions in families, teams, and entire societies. In this review, we put forward a new theory about how social hierarchy is shaped by the wider societal contexts (i.e., cultures). Comparing East Asian and Western cultural contexts, we show how culture comprises societal beliefs about who can raise to high rank (e.g., become a leader), shapes interactions between high- and low-ranking individuals (e.g., in a team), and influences human thought and behavior in social hierarchies. Overall, we find cultural similarities, in that high-ranking individuals are agentic and self-oriented in both cultural contexts. But we also find important cross-cultural differences. In East Asian cultural contexts, high-ranking individuals are also other oriented; they are also concerned about the people around them and their relationships. We close with a call to action, suggesting studying social hierarchies in more diverse cultural contexts.

Structural problems require structural solutions

Chater & Loewenstein criticize behavioral scientists' reliance on individual-level ("i-frame") analysis, observing that this impoverishes policy interventions and stymies scientific progress. We extend their analysis to argue that structural factors bias and perpetuate behavioral science toward the i-frame. Addressing this problem fully will require structural changes to the training, peer review, and granting structures that confront research scientists.

Stories in Action

Stories have played a central role in human social and political life for thousands of years. Despite their ubiquity in culture and custom, however, they feature only peripherally in formal government policymaking. Government policy has tended to rely on tools with more predictable responses-incentives, transfers, and prohibitions. We argue that stories can and should feature more centrally in government policymaking. We lay out how stories can make policy more effective, specifying how they complement established policy tools. We provide a working definition of stories' key characteristics, contrasting them with other forms of communication. We trace the evolution of stories from their ancient origins to their role in mediating the impact of modern technologies on society. We then provide an account of the mechanisms underlying stories' impacts on their audiences. We conclude by describing three functions of stories-learning, persuasion, and collective action.

A contingency model of the dominance route to influence in work teams: The moderating role of team competition

This paper presents a contingency model on the effectiveness of dominance as a route to influence in organizational work teams. In a field study ( n = 397 members from 54 work teams), we observed that perceived intra-team competition represents a key context factor that moderates the relationship between dominance displays and influence attainment. Although dominant members attained more influence than non-dominant members, their influence was proportionally greater when team competition was high, rather than low. A follow-up scenario experiment ( n = 429 participants) confirmed the proposed causal direction of this interaction effect. Moreover, this study showed that normative evaluations of (non-)dominant behavior drive the findings. Dominance displays were considered more appropriate, normal, and functional (i.e., normative) in teams with high competition, whereas non-dominant behavior was seen as more normative in teams where competition was low. Consequently, non-dominant members also gained influence in this last team situation, reducing the relative influence advantage of dominant members. The results support both the functional view and the contextual value perspective on hierarchy formation in teams, and inform organizations about how they can prevent dominance-based influence processes.

Why do people gossip? Reputation promotes honest reputational information sharing

Gossip, sharing information about an absent person, is an important way of spreading reputational information, crucial in fostering human cooperation. However, why should information possessors engage in gossip, and why should they be honest? We addressed this question based on a reputational account. In study 1, we found that when observed by potential investors, people were willing to pay more to share reputational information with those in need. Moreover, engaging in gossip did confer reputational benefits for gossipers by receiving more trust from investors, and gossipers' willingness to gossip predicted their subsequent trustworthiness. Study 2 further verified that observability promoted only honest information sharing and deterred dishonest gossiping. Consistently, only honest gossipers were trusted more, while dishonest gossipers were perceived to be even less trustworthy than non-gossipers, and only the motivation for honest gossiping could reflect gossipers' trustworthiness. These findings suggest that reputation can provide a solution to encourage gossiping and secure honesty.

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

We examine the effects of leader–member exchange (LMX) differentiation on team members’ outcomes (customer-oriented constructive and destructive deviant behaviors) by using team moral disengagement as a psychological mechanism mediating this relationship and LMX differentiation bases (i.e., performance and personal liking) moderating the relationship. Analysis of multilevel data collected from 289 frontline employees organized into 76 finance-related customer service teams shows that LMX differentiation significantly reduced team moral disengagement only when the performance basis was high, and that the negative relationship between LMX differentiation and team moral disengagement was significant only when the personal liking basis was low. Furthermore, we found that the LMX bases moderated the indirect effect of LMX differentiation on team members’ outcomes through team moral disengagement. The findings advance team moral disengagement as a novel mechanism for cross-level relationship between LMX differentiation and team members’ outcomes at the individual level, and project differentiation bases as a condition under which LMX differentiation unpacks the reasons for team members’ favorable or unfavorable responses. They reveal LMX differentiation as a complex and multifaceted phenomenon, whose essence can only be understood if examined from multiple levels. We also contribute to the literature by revealing the cognitive pathway through which LMX differentiation may be associated with team members outcomes.

Intuitive Sociology: Children Recognize Decision-Making Structures and Prefer Groups With Less-Concentrated Power

From an early age, children recognize that people belong to social groups. However, not all groups are structured in the same way. The current study asked whether children recognize and distinguish among different decision-making structures. If so, do they prefer some decision-making structures over others? In these studies, children were told stories about two groups that went camping. In the hierarchical group, one character made all the decisions; in the egalitarian group, each group member made one decision. Without being given explicit information about the group's structures, 6- to 8-year-old children, but not 4- and 5-year-old children, recognized that the two groups had different decision-making structures and preferred to interact with the group where decision-making was shared. Children also inferred that a new member of the egalitarian group would be more generous than a new member of the hierarchical group. Thus, from an early age, children's social reasoning includes the ability to compare social structures, which may be foundational for later complex political and moral reasoning.

Can the Internet of Things Persuade Me? An Investigation Into Power Dynamics in Human-Internet of Things Interaction

The advent of artificial intelligence (AI) and the Internet of Things (IoT) has revolutionized user experience with objects. Things can perform social roles and convey persuasive messages to users, posing an important research question for communication and human-computer interaction researchers: What are the factors and underlying mechanisms that shape persuasive effects of IoT? Bridging the reactance theory and the computers are social actors paradigm, this study focuses on how power dynamics are shaped in human-IoT interactions and its implications on persuasion. Specifically, the study examines the effects of the social role assigned to the IoT mobile app agent and the scope of IoT controlled by the app on users' perceived power and subsequent persuasive outcomes. The results reveal that when the mobile IoT app is for controlling a smart home, the servant (vs. companion) agent elicits greater perceived power over IoT for users, leading to less threat-to-freedom and better persuasive outcomes, including attitude, intention, and actual behavior. However, such a difference is not observed when the mobile app is for controlling a single smart device (i.e., smart fridge). The study findings offer valuable implications for communication practitioners interested in using IoT as a persuasive tool.

Collective Attention and Collective Intelligence: The Role of Hierarchy and Team Gender Composition

Collective intelligence (CI) captures a team’s ability to work together across a wide range of tasks and can vary significantly between teams. Extant work demonstrates that the level of collective attention a team develops has an important influence on its level of CI. An important question, then, is what enhances collective attention? Prior work demonstrates an association with team composition; here, we additionally examine the influence of team hierarchy and its interaction with team gender composition. To do so, we conduct an experiment with 584 individuals working in 146 teams in which we randomly assign each team to work in a stable, unstable, or unspecified hierarchical team structure and vary team gender composition. We examine how team structure leads to different behavioral manifestations of collective attention as evidenced in team speaking patterns. We find that a stable hierarchical structure increases more cooperative, synchronous speaking patterns but that unstable hierarchical structure and a lack of specified hierarchical structure both increase competitive, interruptive speaking patterns. Moreover, the effect of cooperative versus competitive speaking patterns on collective intelligence is moderated by the teams’ gender composition; majority female teams exhibit higher CI when their speaking patterns are more cooperative and synchronous, whereas all male teams exhibit higher CI when their speaking involves more competitive interruptions. We discuss the theoretical and practical implications of our findings for enhancing collective intelligence in organizational teams.

Differences in Power Acquisition Between Only and Non-only Children: The Effects of Cooperative Orientation, Competitive Orientation, and Dependency on Parents

Drawing upon a developmental perspective, we investigated the differences in power acquisition (i.e., rank at work and leader role occupancy in university) between only and non-only children as well as the mediating role of cooperative and competitive orientations and the moderating role of dependency on parents. To test our hypotheses, we conducted two field studies in 155 part-time Master of Business Administration (MBA) students (Study 1) and 375 senior students (Study 2). Results showed that: (1) non-only children were more likely to achieve higher rank at work than only children; (2) only children were less likely than non-only children to acquire power in organizations because they scored lower in cooperative orientation; however, the mediating effect of competitive orientation was not significant; (3) the difference in cooperative orientation between only and non-only children was smaller when dependency on parents was high, whereas it became larger when dependency on parents was low. Our research contributes to the understanding of how family structure influences individual power acquisition.

Black and Latinx conservatives upshift competence relative to liberals in mostly white settings

Racial minorities vary in their sociopolitical views, as figures such as Barack Obama and Ted Cruz often demonstrate. Here, I examine the implications for interracial behaviour, proposing that Black and Latinx conservatives-specifically, those who are more supportive of hierarchy-upshift competence relative to liberals in mostly white settings, distancing themselves from stereotypes. Analysing 250,000 Congressional remarks and 1 million tweets revealed that Black and Latinx conservatives (determined by voting behaviour) referenced high power and ability more than liberals. No such pattern emerged for white politicians. A meta-analysis of four experiments further revealed that Black conservatives (determined by social dominance orientation) referenced high status more than liberals when responding to a white (but not Black) partner. This was robust to controls and unique to hierarchy-based conservatism. Finally, analysing 18,000 editorials suggested the following implications: the more minority conservatives referenced power in Congress, the more journalists referenced power in editorials about them. The findings highlight the diverse ideology of racial minorities, as well as the behavioural implications.

Push and pushback: Control behavior as a precipitant of verbal and violent disputes

We examine to what extent control behavior precipitates disputes involving adversaries in different social relationships. We hypothesize that disputes between intimate partners and illegal business partners are more likely than other disputes to involve control because they involve a higher level of interdependence between the participants. A sample of male inmates (n = 479) and nonoffenders (n = 206) were asked whether control behaviors (e.g., verbal commands) precipitated their most recent disputes (n = 1184). Bivariate probit regression models allowed us to examine mutual control as well as unilateral control. Disputes between intimate partners were more likely than disputes between adversaries in other relationships to be precipitated by mutual control, but not unilateral or one-sided control by men. Disputes between illegal business partners also predicted mutual control, but not unilateral control. Discussions of the motives for violence would benefit from consideration of the classic social psychological literature on power and influence.

Informal Hierarchy Strength Changes and Their Effect on Performance

Despite qualitative evidence suggesting that changes in informal hierarchy strength likely impact performance, informal hierarchy strength changes have received little theoretical or empirical attention. We address this by extending structural adaptation theory (SAT) to develop and test a theoretical model of why informal hierarchy strength changes and how those changes impact performance. Building on SAT’s principle that teams can become more ordered following stimulation, we propose that pressure subsequently increases informal hierarchy strength. In project teams where pressure starts low and increases at the midpoint, informal hierarchy should weaken early in project life and strengthen after the midpoint. We also extend SAT’s asymmetric adaptability principle to consider not just the direction but also the rate of the changes. We hypothesize that sharply strengthening informal hierarchy harms performance, but informal hierarchy strengthening gradually improves performance. SAT also implies that gradual change is promoted by inclusive discussions. Because most influential extraverts tend to squelch inclusive discussions where most influential neurotics tend to be inclusive, teams with most influential extraverts strengthen their informal hierarchy quickly where teams with most influential neurotics strengthen their informal hierarchy gradually. We find support for our theoretical model using longitudinal data and client performance ratings on self-managed project teams. Our results contribute to SAT by showing its application to informal, unplanned changes and introducing the rate of change to its asymmetric adaptability principle. Our findings also highlight the importance of shifting informal hierarchy strength research away from the predominant static approach and toward studying informal hierarchy strength changes.

Money and flexible generosity

Previous research on money and prosociality has described a monotonic pattern, showing that money reduces generosity. The present research aimed to examine whether money differently impairs generosity when arising from altruistic versus egoistic motives. To this end, we employed economic games designed to study generosity (e.g., the Dictator game) and varied experimental currency (i.e., money vs. candy/food). The results (N = 850) showed that although money made people ignore others when others were not crucial for their future gain, generosity was not impacted when egoistic motives (Study 1: avoiding sanctions; Studies 2 and 3: building reputation) were present. In other words, although people in general showed flexible prosociality by adjusting their generosity level according to game type, this was much more strongly the case when money rather than candy/food was the currency. In addition, we demonstrate a boundary condition of money on flexible generosity, namely imbuing money with prosocial meaning (Study 3). Some implications are discussed.

Who influences employees’ dark side: A multi-foci meta-analysis of counterproductive workplace behaviors

We adopt a multi-foci perspective to provide a theory-driven quantitative review of employee counterproductive workplace behaviors (CWBs) by meta-analyzing the relationships between CWB and four groups of antecedents. Specifically, CWB antecedents stemming from four sources—supervisors, organization, coworkers, and private life—were included to investigate differences in their relationships with employee CWB. Based on the Conservation of Resources Theory, we argue that favorable and unfavorable correlates relate to employee CWB to different degrees. The meta-analysis included 181 field studies with 223 independent samples. Results indicated that unfavorable antecedents correlate more strongly with CWB than favorable antecedents. We also found that supervisor- and organization-related antecedents have stronger relationships with CWB than those from the two other groups. Implications include a deeper understanding of which situational factors relate the most—or least—to CWB which can help better address CWB in the workplace.

Power asymmetry, egalitarianism and team learning – Part 1: conceptualizing the moderating role of environmental hardship

Purpose

This paper aims to understand the effects of team power asymmetry (hierarchy) on team learning.

Design/methodology/approach

Literature suggests that power asymmetry can hurt team learning due to unequal interactions. The authors integrate the situated focus theory of power and the theory of adversarial growth to propose that environmental hardship can moderate this relationship. Such that, under environmental hardship there is a shift in power relations within hierarchical teams, such that power asymmetry positively relates to team learning via increased team egalitarianism (interactional equality).

Findings

The study is presented in two parts. Part 1 reviews the literature and builds the theoretical arguments for the conceptual model, while Part 2 empirically examines the model on a sample of military teams. In Part 1, the authors propose a theoretically derived model and directions for future research in team power, dynamics and learning.

Research limitations/implications

It provides directions to empirically validate a contingency-based model to resolve the dilemma of creating equality and high levels of team learning in hierarchical teams.

Originality/value

The conceptual model and hypotheses contribute to the team learning literature by theoretically clarifying the conditions under which power asymmetry is likely to improve team learning.

Alternatives vs. Time – Measuring the Force of Distinct Sources of Bargaining Power

This study aims to deepen the understanding of the drivers of bargaining power in negotiations and in particular the role of best alternatives (BATNA) and time pressure. Previous experimental negotiation research mainly focused on the power of BATNA and the influence of the context on the negotiation outcome, raising the question as to whether BATNA is indeed the only relevant power lever in negotiations. Especially game theorists have shown that time-related costs have a decisive influence on negotiation outcomes. The study proposes a framework to actually measure and compare the relevance and force of different power levers in a simulated distributive buyer-seller negotiation. The results suggest that time pressure can be as influential as an alternative; however, students and professionals seem to react differently to power manipulations. Whereas the student sample was significantly influenced by time pressure but not by alternatives, the opposite could be observed in the professional group. The findings question the common belief that alternatives are the key driver of power in negotiations.

Evidence for the reproduction of social class in brief speech

Economic inequality is at its highest point on record and is linked to poorer health and well-being across countries. The forces that perpetuate inequality continue to be studied, and here we examine how a person's position within the economic hierarchy, their social class, is accurately perceived and reproduced by mundane patterns embedded in brief speech. Studies 1 through 4 examined the extent that people accurately perceive social class based on brief speech patterns. We find that brief speech spoken out of context is sufficient to allow respondents to discern the social class of speakers at levels above chance accuracy, that adherence to both digital and subjective standards for English is associated with higher perceived and actual social class of speakers, and that pronunciation cues in speech communicate social class over and above speech content. In study 5, we find that people with prior hiring experience use speech patterns in preinterview conversations to judge the fit, competence, starting salary, and signing bonus of prospective job candidates in ways that bias the process in favor of applicants of higher social class. Overall, this research provides evidence for the stratification of common speech and its role in both shaping perceiver judgments and perpetuating inequality during the briefest interactions.

How emotions influence alliance relationships: The potential functionality of negative emotions

This article utilizes a motivational perspective on emotions to reconceptualize the impact of negative emotions on relationship dynamics between alliance partners. Alliance failure is endemic and yet we know little about how alliance partners manage the interface between them. We draw upon the alliance discrepancy model, self-discrepancy theory, appraisal theory, emotions as social information theory, and Horney’s behavioral typology of moving toward, moving against, or moving away to analyze the emotional, motivational, and behavioral dynamics among alliance decision makers. We propose that process discrepancies predominantly produce agitation-related emotions such as anger and anxiety, whereas outcome discrepancies predominantly produce dejection-related emotions such as sadness and disappointment. We analyze the impact of emotions at both the intrapersonal and the interpersonal levels. The intrapersonal level captures the impact of alliance decision makers’ experienced emotions on their own behavior, whereas the interpersonal level captures the impact of alliance decision makers’ expressed emotions on their partners’ behavior. At the intrapersonal level, agitation-related emotions lead alliance decision makers to move against (or away from) their partner, whereas dejection-related emotions lead them to move toward their partner. At the interpersonal level, the expression of dejection-related emotions leads alliance decision makers to move toward their partner, whereas the expression of agitation-related emotions leads alliance partners to either move toward or against their partner depending upon the relative power of the parties and the specific agitation emotion that is expressed. We develop a series of propositions linking discrepancies with emotions and alliance management, which highlight a different way of thinking about emotions in alliances. Rather than treating negative emotions as destructive forces, our model points to the potential functionality of the experience and expression of negative emotions in alliances. We conclude by outlining some boundary conditions of our model and discussing implications for research and practice.

Power and decision making: new directions for research in the age of artificial intelligence

Throughout history, the experience of power has occurred within the context of human-human interactions. Such power can influence decision making through at least two primary mechanisms: (1) increased goal-orientation, and (2) increased activation of social role expectations. Importantly, new advances in artificial intelligence (AI) are creating the potential to experience power in human-AI interactions. To the extent that some forms of AI can be made to seem like low-power humans (e.g. autonomous digital assistants), people may feel powerful when interacting with such entities. However, it is unclear whether feeling power over AI will lead to the same psychological consequences as feeling power over humans. In this article, we review findings on power and decision making and then consider how they may be meaningfully extended by considering interactions with artificially intelligent digital assistants. We conclude with a call for new theorizing and research on power in the age of artificial intelligence.

Managing hierarchy's functions and dysfunctions: a relational perspective on leadership and followership

Research on hierarchy often examines how hierarchy influences group members. In contrast, we propose that leaders and followers have agency to actively shape the hierarchies they are part of. Thus, hierarchy's functionality or dysfunctionality depends not only on what hierarchy does to people, but also on what people do with hierarchy. We offer two complementary lenses through which readers may consider hierarchy's functions and dysfunctions: a rational-functional perspective and a relational-communal perspective. We review recent research related to our dual focus on agency and relatedness, and highlight leadership behaviors that research suggests can potentially boost group performance and support group members' wellbeing simultaneously.

Climbing the ladder or falling from grace? A threat-opportunity framework of the effects of norm violations on social rank

'Social norms keep anarchy at bay, yet norm violations are omnipresent. Although norm violators are generally rejected from higher-ranking positions, they sometimes rise up the ranks. We advance a threat-opportunity framework to understand how contextual factors shape norm violators' downward or upward mobility in social hierarchies. The contextual factors we identify pertain to attributes of the actor (violator), the observer, and the cultural context, which influence whether norm violations are construed as threats or opportunities. Norm violators rise up when their actions promote group goals, but they fall from grace when their actions obstruct observers' own interests or culturally reinforced goals. We offer a review of the literature, which supports the threat-opportunity framework. We close by suggesting future research directions.

Better Than Its Reputation? Gossip and the Reasons Why We and Individuals With "Dark" Personalities Talk About Others

Gossip is an ubiquitous phenomenon. Hearing information about others serves important social functions such as learning without direct interaction and observation. Despite important social functions gossip has a rather negative reputation. Therefore, the present online study focuses on the reasons why people gossip and how these reasons are related to personality (i.e., dark triad) and situational settings. Six distinct motives were identified that underlie gossip behavior: information validation, information gathering, relationship building, protection, social enjoyment, and negative influence. The most important motive was validating information about the gossip target followed by the motive to acquire new information about the gossip target. The least important motive was harming the gossip target. The motivational pattern was highly similar between private and work context. Interestingly, the importance of motives mainly depends on the gossiper's narcissism both in work and in private settings. The findings suggest that the negative reputation of gossip is not justified. In fact, even "dark" personalities appear to use gossip to tune their picture of other humans and themselves and not to harm others.

Silence Is Golden. Six Reasons Inhibiting the Spread of Third-Party Gossip

Most of the current literature on gossip describes gossipmongers as incessantly sharing evaluative and valuable information about an absent third party in teams, groups, communities, and organizations. However, potential gossipers can similarly decide not to share what they know, depending on the content, the context, or their relationship with the other actors in the gossip triad. We argue that understanding the reasons why people do not gossip may provide useful insights into individual motives, group dynamics, and collective behaviors. This theoretical contribution first critically surveys the existing gossip literature with the aim of highlighting the conditions under which people might refrain from sharing third party information. We then propose to apply Goal Framing theory as a way to bridge a theory of the micro-foundations of human behavior with an analytical model of the gossip triad that disentangles the various ways through which senders, receivers, and objects of gossip may be interrelated. From a goal framing perspective, most research on gossip illustrates the mechanisms in which the hedonic gratification derived from gossiping is reinforced by gain or normative goals. However, a normative or a gain goal frame can prevent the gossip monger from spreading the information, and we argue that depending on different configurations of frames and relations between actors the perceived costs of sending gossip may be far higher than much of the previous literature suggests.

Content, structure, and dynamics of personal reputation: The role of trust and status potential within social networks

In this paper we examined the content, structure, and dynamics of reputation, a person’s agreed-upon character that is constructed within social groups. In Study 1, we examined longitudinally the content and structure of an individual’s reputation as distributed across a newly forming group. In Study 2, we examined how the dynamics of reputation shape gossip, a form of reputational discourse. In keeping with theoretical claims about the function of reputation, trustworthiness and status potential proved to be central to reputation content that is shared across a social network and emerged over the course of a year (Study 1). Gossip, a form of reputational discourse, was found to focus upon individuals who are untrustworthy and of questionable and undeserved status (Study 2). We discuss how the results from these studies shed light on how reputation is essential to cooperation and cohesion within groups.

Employees’ Social Self-Efficacy and Work Outcomes: Testing the Mediating Role of Social Status

This study examined the beneficial role of social self-efficacy (SSE) in relation to the important workplace outcomes of job satisfaction and task performance. We proposed and tested a model in which social status functioned as a mediator of the above relationships. Participants were 172 employees from diverse industries in China, who self-reported their SSE and job satisfaction. Each participant had three coworkers who provided peer ratings of his or her social status and task performance. Results based on structural equation modeling indicated that SSE positively related to social status, which in turn positively related to both job satisfaction and task performance. Consistent with our prediction, social status was found to mediate the above relationships. Implications for career development practices were discussed.

Leaders in Interdependent Contexts Suppress Nonverbal Assertiveness: A Multilevel Analysis of Japanese University Club Leaders' and Members' Rank Signaling

Previous research has shown that leadership is signaled through nonverbal assertiveness. However, those studies have been mostly conducted in individualistic cultural contexts, such as in the U.S. Here, we suggest that one important strategy for goal attainment in collectivistic cultures is for leaders to self-regulate their behaviors. Thus, contrary to the previous evidence from individualistic cultural contexts, in collectivistic cultural contexts, leaders might suppress nonverbal assertiveness. To test this possibility, we assessed nonverbal behaviors (NVB) of Japanese leaders and members, and how they were evaluated by observers. We recruited Japanese leaders and members of university clubs and video-recorded them while introducing their club. Then, we coded their nonverbal rank signaling behavior. Finally, we asked a new set of naïve observers to watch these video-clips and to judge targets' suitability for being possible club leaders. Results of a multilevel analysis (level 1: individual participants, level 2: clubs) suggested that the more the club culture focused on tasks (rather than relationships), the more likely were leaders (but not members) of those clubs to suppress their nonverbal assertiveness. Naïve observers judged individuals who restrained from emitting nonverbal assertiveness as being more suitable and worthy club leaders. Thus, our findings demonstrate the cultural fit between contextual effects at the collective level (i.e., cultural orientation of a group) and the signaling and perceiving of social ranks at the individual level (i.e., suppression of nonverbal assertiveness). We discuss the importance of studying the cultural fit between the collective reality that people inhabit and people's psychology for future research in cultural psychology.

A Structural-Emergence Model of Diversity in Teams

The study of diversity in work groups and organizations has become a significant domain of inquiry. However, the overall consensus in this literature seems to be that a direct relationship between diversity and performance-based outcomes is tenuous at best. To break this impasse, we propose a structural-emergence model that emphasizes how the embedding structural context has substantial implications for the very meaning, salience, and content of diversity in teams. We then discuss how emergent processes that are a function of the structural context can take symmetric and asymmetric forms at the level of dyads within the team. In this way we provide a framework that takes into account both top-down and bottom-up effects of diversity in teams. The structural-emergence model also has important implications for how teams may be led and team tasks designed, and it provides avenues to build an actionable agenda for theory and research.

Getting by with a little help from our friends

We offer two kinds of constructive criticism in the spirit of support for Doris's socially scaffolded pluralism regarding agency. First: The skeptical force of potential “goofy influences” is not as straightforward as Doris argues. Second: Doris's positive theory must address more goofy influences due to social processes that appear to fall under his criteria for agency-promoting practices. Finally, we highlight “arms race” phenomena in Doris's social dynamics that invite closer attention in further development of his theory.

Social Beliefs and Visual Attention: How the Social Relevance of a Cue Influences Spatial Orienting

We are highly tuned to each other's visual attention. Perceiving the eye or hand movements of another person can influence the timing of a saccade or the reach of our own. However, the explanation for such spatial orienting in interpersonal contexts remains disputed. Is it due to the social appearance of the cue—a hand or an eye—or due to its social relevance—a cue that is connected to another person with attentional and intentional states? We developed an interpersonal version of the Posner spatial cueing paradigm. Participants saw a cue and detected a target at the same or a different location, while interacting with an unseen partner. Participants were led to believe that the cue was either connected to the gaze location of their partner or was generated randomly by a computer (Experiment 1), and that their partner had higher or lower social rank while engaged in the same or a different task (Experiment 2). We found that spatial cue‐target compatibility effects were greater when the cue related to a partner's gaze. This effect was amplified by the partner's social rank, but only when participants believed their partner was engaged in the same task. Taken together, this is strong evidence in support of the idea that spatial orienting is interpersonally attuned to the social relevance of the cue—whether the cue is connected to another person, who this person is, and what this person is doing—and does not exclusively rely on the social appearance of the cue. Visual attention is not only guided by the physical salience of one's environment but also by the mental representation of its social relevance.

Preference effects on friendship choice: Evidence from an online field experiment

Observed friendship choices are constrained by social structures and thus problematic indicators for underlying personal preferences. In this paper, we report on a study demonstrating the causal effects of preference in friendship choice based on an online field experiment. Specifically, we tested two important forces that govern friendship choices: preference for shared group identity (operationalized as the desire to befriend others sharing the same place-of-origin identity) and preference for high status (operationalized as the desire to befriend others from high-status institutions). Using an online field experiment in one of the largest social network service websites in China, we investigated the causal preference effects of these two forces free from structural constraints. The results of our study confirm the preference effects on friendship choice in both of the two dimensions we tested.

Emotional influence in groups: the dynamic nexus of affect, cognition, and behavior

Groups are a natural breeding ground for emotions. Group life affords unique opportunities but also poses critical challenges that may arouse emotional reactions in group members. Social-functional approaches hold that these emotions in turn contribute to group functioning by prompting group members to address concerns that are relevant to the group's success. Guided by Emotions as Social Information (EASI) theory, this paper reviews research on the affective, cognitive, and behavioral consequences of emotional expressions in groups. Affective processes include emotional contagion and affective convergence, and resulting states such as group affective tone and affective diversity. Cognitive processes include inferences group members draw from each other's emotional expressions. We discuss how these affective and cognitive processes shape behavior and group functioning. We conclude that the traditional (over)emphasis on affective processes must be complemented with a focus on cognitive processes to develop a more complete understanding of the social dynamics of emotions in groups.