From Marginal to Mainstream and Vice Versa: Leaders’ Valuation of Diversity While in the Minority versus Majority

Prišlin, Radmila; Davenport, Cory; Xu, Yishan; Moreno, Ryan; Honeycutt, Nathan

doi:10.1111/josi.12259

Cited by 4 publications

(4 citation statements)

References 43 publications

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“…For example, when speakers find that the attitudes of a group have shifted from initially opposed to being more congruent with their own views, the speakers’ confidence and comfort in the group increases ( Prislin et al, 2011 ). Other studies have examined shifts in group consensus and found a host of effects on variables such as group identification and openness to dissent ( Prislin et al, 2018 ). However, a small number of studies have examined how one person’s attitude change in a dyadic interaction affects aspects of the specific interaction and the relationship.…”

Section: Discussionmentioning

confidence: 99%

Attitudes in an interpersonal context: Psychological safety as a route to attitude change

DeMarree

2022

Front. Psychol.

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Interpersonal contexts can be complex because they can involve two or more people who are interdependent, each of whom is pursuing both individual and shared goals. Interactions consist of individual and joint behaviors that evolve dynamically over time. Interactions are likely to affect people’s attitudes because the interpersonal context gives conversation partners a great deal of opportunity to intentionally or unintentionally influence each other. However, despite the importance of attitudes and attitude change in interpersonal interactions, this topic remains understudied. To shed light on the importance of this topic. We briefly review the features of interpersonal contexts and build a case that understanding people’s sense of psychological safety is key to understanding interpersonal influences on people’s attitudes. Specifically, feeling psychologically safe can make individuals more open-minded, increase reflective introspection, and decrease defensive processing. Psychological safety impacts how individuals think, make sense of their social world, and process attitude-relevant information. These processes can result in attitude change, even without any attempt at persuasion. We review the literature on interpersonal threats, receiving psychological safety, providing psychological safety, and interpersonal dynamics. We then detail the shortcomings of current approaches, highlight unanswered questions, and suggest avenues for future research that can contribute in developing this field.

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Section: Discussionmentioning

confidence: 99%

Attitudes in an interpersonal context: Psychological safety as a route to attitude change

DeMarree

2022

Front. Psychol.

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“…These minorities, often primarily motivated to broaden their social acceptance, are likely to seek social change advocating for tolerance. Conversion and tolerance are fundamentally distinct paths to social change with different consequences for group dynamics ( Prislin et al, 2018 ). Change via conversion tends to weaken a group, at least immediately in its aftermath, as evident in former majority’s (majority → minority) dramatic decrease in group attachment and loyalty but former minority’s (minority → majority) only mild increase in attachment and loyalty to the group.…”

Section: Minorities Effect Social Change Over Time Winning a Competit...mentioning

confidence: 99%

Minority Influence: An Agenda for Study of Social Change

Prišlin

2022

Front. Psychol.

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Minority influence research was sparked by Moscovici’s observation about the power of active minorities to instigate social change. This idea invigorated research on social influence, which is evident in a subsequent outburst of studies on minority influence up to the 1990s, followed by a decrease and stabilization in the 2000s and 2010s. In spite of a remarkable scientific output, research on minority influence has not addressed its original question about social change. Rather, it has focused dominantly on the cognitive processes and attitudinal change in response to a minority advocacy or minority mere presence, and, to a lesser degree, to the role of minority influence in decision-making and task groups. To orient research toward social change, a research agenda is presented, along with a few illustrative studies. The proposed agenda focuses on time, interactive (minority ↔ majority), and motivated influence as critical explanatory variables to address in the next phase of research on minority influence in the pursuit of social change.

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“…The psychological processes underlying leaders’ responses to group diversity are thus paramount to the study of leadership and are undoubtedly impacted by the faction of the group from which the leader emerges. In the second article in this section, Prislin, Davenport, Xu, Moreno, and Honeycutt () present an experiment ( N = 141) studying changes in a group's majority or minority status. That is, a majority becoming a minority group, or a minority becoming a majority group.…”

Section: Three Challenges For Marginal Leadersmentioning

confidence: 99%

Leadership and Social Transformation: The Role of Marginalized Individuals and Groups

Rast

Hogg

Moura

2018

Journal of Social Issues

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Leadership is a process of influence, an omnipresent feature of human societies, and an enduring focus of research and popular interest. Research tends to focus on individual and situational factors facilitating effective leadership and identifying obstacles to leadership. One key obstacle many leaders face it being stigmatized as an outsider who is not suited to leadership. This article and issue of the Journal of Social Issues focuses on how and when people can overcome these obstacles to leadership–the emergence of marginalized, deviant, or minority group members as leaders even when their success is unexpected. This article and issue discuss the challenges these leaders face and identifies conditions under which such leaders can exert influence to achieve social change. We cover various forms of marginal leadership, focusing on leaders who are marginal individuals (e.g., non‐prototypical leaders), who belong to marginal minority subgroups (e.g., leaders from numerical minority groups), or who have marginal demographic status (e.g., female leaders). This article introduces and frames the subsequent articles in this issue of the Journal of Social Issues, on the psychology of being a marginal leader.

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From Marginal to Mainstream and Vice Versa: Leaders’ Valuation of Diversity While in the Minority versus Majority

Cited by 4 publications

References 43 publications

Attitudes in an interpersonal context: Psychological safety as a route to attitude change

Attitudes in an interpersonal context: Psychological safety as a route to attitude change

Minority Influence: An Agenda for Study of Social Change

Leadership and Social Transformation: The Role of Marginalized Individuals and Groups

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