You are here

Pitfalls of Prestige

Title: The Pitfalls of Prestige: When and Why Leaders Prioritize Popularity over Group Performance.

Inaccessible until Jun 30, 2019 due to copyright restrictions.

Name(s): Case, Charleen R., author
Maner, Jon K., professor co-directing dissertation
McNulty, James K., professor co-directing dissertation
Flynn, Heather A., university representative
Plant, Ashby, committee member
Meltzer, Andrea L., committee member
Cougle, Jesse R. (Jesse Ray), 1975-, committee member
Florida State University, degree granting institution
College of Arts and Sciences, degree granting college
Department of Psychology , degree granting department
Type of Resource: text
Genre: Text
Doctoral Thesis
Issuance: monographic
Date Issued: 2017
Publisher: Florida State University
Place of Publication: Tallahassee, Florida
Physical Form: computer
online resource
Extent: 1 online resource (79 pages)
Language(s): English
Abstract/Description: Leaders often are faced with making difficult decisions for their group, such as when a course of action preferred by group members conflicts with one that is likely to optimize group outcomes. Across five studies, I provide evidence that prestige-oriented leaders (but not dominance-oriented leaders) sometimes experience tension between facilitating the success of their group and maintaining their group members' social approval. Studies 1-3 examined whether highly prestige-oriented (but not dominance-oriented) leaders would adhere to group members' idiosyncratic desires at the expense of group performance. Findings from Studies 1-3 demonstrate that, in private, prestige-oriented leaders choose what they judge as best for group performance but that, in public, they choose whichever option is preferred by the rest of their group. In private, prestige-oriented leaders' tendency to choose the performance-enhancing option was mediated by group performance motives; in public, their adherence to group preferences was mediated by social approval motives. Thus, results from Studies 1-3 illuminate some of the key motivations that underlie prestige-oriented leaders' group behavior. Studies 4 and 5 extend this investigation by uncovering the social cognitive processes that are activated among prestige-oriented leaders when faced with common leadership situations that could threaten their level of social approval. Those studies focused on situations in which leaders anticipated having to provide their group members with critical feedback in public versus private. Studies 4 and 5 demonstrate that, when faced with giving their group members negative feedback publicly, leaders prestige-orientation was positively associated with ) (1) heightened attention to social targets (versus non-social targets)—particularly those targets displaying negative emotions (Study 4) and (2) elevated tendency to misidentify real smiles as being false—a self-protective bias.
Identifier: FSU_2017SP_Case_fsu_0071E_13772 (IID)
Submitted Note: A Dissertation submitted to the Department of Psychology in partial fulfillment of the requirements for the degree of Doctor of Philosophy.
Degree Awarded: Spring Semester 2017.
Date of Defense: April 10, 2017.
Keywords: Hierarchy, Leadership, Motivation, Organizational Behavior, Social Monitoring, Status
Bibliography Note: Includes bibliographical references.
Advisory Committee: Jon K. Maner, Professor Co-Directing Dissertation; James K. McNulty, Professor Co-Directing Dissertation; Heather A. Flynn, University Representative; E. Ashby Plant, Committee Member; Andrea Meltzer, Committee Member; Jesse R. Cougle, Committee Member.
Subject(s): Psychology
Organizational behavior
Persistent Link to This Record:
Owner Institution: FSU

Choose the citation style.
Case, C. R. (2017). The Pitfalls of Prestige: When and Why Leaders Prioritize Popularity over Group Performance. Retrieved from