Informal Reactions to Deviance in Simulated Work Organizations: A Laboratory Experiment

Alvarez, Rodolfo Armando Saldain

doi:10.2307/2092682

Cited by 50 publications

(16 citation statements)

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“…Dominant behaviors (speaking more, interrupting more and suggesting more new ideas) correlated with idiosyncrasy credit ratings (r = .57) and missing team meetings were also correlated (r = −.66) with idiosyncrasy credit ratings. Consistent with an earlier study by Alvarez (1968), the relationship between perceptions of idiosyncrasy credit and dominant behaviors was stronger in higher performing groups than in low-performing groups, where performance was assessed by project grades. Finally, analysis revealed that idiosyncrasy credit increased over time for leaders in high performing groups while decreasing in low performing groups.…”

Section: Some Tests Of Ic Theorysupporting

confidence: 85%

“…Thus Alvarez (1968), Estrada et al (1995) and Hollander (1960) offer the strongest support for the core hypothesis (see Table 1). They suggest that leaders emerge by building idiosyncrasy credits, which are developed by showing both competence and conformity.…”

Section: Some Tests Of Ic Theorymentioning

confidence: 83%

“…In reality, timing likely reflects a complex interaction of (a) the simultaneous recognition of group need by both a majority and an aspiring leader and (b) consensus regarding an aspirant's competence and fidelity. When groups recognize a critical need, the threshold of acceptable credits may be low while in more self-confident (Hollander, 1960) and successful groups (i.e., Alvarez, 1968;Estrada et al, 1995), the threshold is likely higher. Thus, a successful aspirant leader may sense when they are prepared for a propitious situation.…”

Section: Deviancementioning

confidence: 99%

“…Since acceptance of the confederate's solution resulted in task success for the group, emergence and effectiveness were confounded. Encouragingly, the studies by Alvarez (1968) and Estrada et al (1995), which were longer duration experiments, measured accrual of idiosyncrasy credits using ratings of esteem and latitude of behavior rather than simply acceptance of influence. Their studies showed support for IC theory that was independent of group task performance.…”

Section: Deviancementioning

confidence: 99%

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Emerging credits

Stone¹,

Cooper

2009

The Leadership Quarterly

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Section: Some Tests Of Ic Theorysupporting

confidence: 85%

Section: Some Tests Of Ic Theorymentioning

confidence: 83%

Section: Deviancementioning

confidence: 99%

Section: Deviancementioning

confidence: 99%

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Emerging credits

Stone¹,

Cooper

2009

The Leadership Quarterly

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“…Past research has found that groups accord higher ranking individuals more leeway to deviate from group norms without punishment (Hollander & Julian, 1970), in part because high power individuals have accumulated idiosyncrasy credits through the process of attaining high rank (Harvey & Consalvi, 1960;Hollander, 1958Hollander, , 1960Hollander, , 1961, at least when the group is succeeding (Alvarez, 1968). Further, because high power individuals are often the ones to define deviance (Becker, 1963;Bowles & Gelfand, 2010;Giordano, 1983;Goffman, 1963), they can do so in ways favorable to themselves, perpetuating their own values and goals (Hage & Dewar, 1973;Selznick, 1957).…”

Section: Effects Of Possessing Power On Dissentmentioning

confidence: 99%

Power and Dissent: Implications for Ethics in Organizations

Kennedy¹

2012

Proceedings

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This dissertation examines how power, defined as higher rank in a hierarchy, affects dissent, the expression of disagreement with a value, goal, or practice embraced by a group majority. I examine this relation in the context of ethics in organizations in order to understand whether those higher in organizational hierarchies are more likely to intervene when unethical practices are ongoing in organizations.I propose that although possessing power confers the psychological and social freedom to dissent, the process of attaining power makes individuals unlikely to see the need to dissent. Specifically, I suggest that advancing to a position results in greater identification with the group. By creating this identification, power may lead individuals to adopt the morality embedded in the group. As a result, advancing in the hierarchy may cause individuals to see existing practices as more ethical, and high power individuals may dissent less than those who have not advanced in the hierarchy. I refer to this as the theory of power attainment. On the basis of this theory, I propose a negative relation between power and dissent.I explored this topic in a series of five studies. The first study explored lay perceptions of power and ethics. It examined whether organizational members considered high power individuals more responsible for ethics in organizations, and members' lay theories of how attaining power affects individuals' ethics. In this study, I found that 73 percent of survey respondents believed advancing in a hierarchy makes individuals more responsible for the organization's ethics, but only 42 percent believed that power inclines individuals to do so. Moreover, 42 percent reported that advancing in the hierarchy makes individuals less ethical. Thus, although most individuals perceived high power people to be responsible for organizational ethics, most respondents did not think high power individuals generally fulfill this responsibility.The second study examined the relations between power, group identification, and dissent. It used the priming methodology currently dominant in the research on power to examine two central hypotheses: Power increases group identification and decreases dissent. In this study, I found attaining power enhanced group identification. However, attaining power had no effect on dissent using this approach. 2The third study examined the effect of power on dissent in a laboratory study. It examined these central hypotheses as the prior study: Those who advance to a position of power in a group identify more with the group and dissent less than individuals who do not advance to power. In this study, individuals ostensibly interacted with a group and were randomly selected or not selected to advance in the group hierarchy. They later had the opportunity to dissent when the group decided whether to lie to obtain additional compensation for participating in the study. In this study, a negative relation between power and dissent emerged. Relative to a control condition, high power individua...

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Deindividuation: Loss of Uniqueness

Snyder

Fromkin

1980

Uniqueness

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Informal Reactions to Deviance in Simulated Work Organizations: A Laboratory Experiment

Cited by 50 publications

References 2 publications

Emerging credits

Emerging credits

Power and Dissent: Implications for Ethics in Organizations

Deindividuation: Loss of Uniqueness

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