2015
DOI: 10.1037/a0039569
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Squeezed in the middle: The middle status trade creativity for focus.

Abstract: Classical research on social influence suggested that people are the most conforming in the middle of a status hierarchy as opposed to the top or bottom. Yet, this promising line of research was abandoned before the psychological mechanism behind middle status conformity had been identified. Moving beyond the early focus on conformity, we propose that the threat of status loss may make those with middle status more wary of advancing creative solutions in fear that they will be evaluated negatively. Using diffe… Show more

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Cited by 50 publications
(41 citation statements)
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References 102 publications
(159 reference statements)
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“…Our results also align with earlier findings from social psychology research that middle status groups tend to be more insecure and behave more conforming than those with lower or higher status, as they are more subject to the fear of status loss (Kelley and Shapiro, 1954;Dittes and Kelley, 1956;Duguid and Goncalo, 2015). The reasoning behind this "middle status conservatism" hypothesis is that high-status individuals may be more self-confident and therefor more willing to take on risks while low-status individuals may consider they have less to lose (Phillips and Zuckerman, 2001).…”
Section: A Tentative Explanationsupporting
confidence: 91%
“…Our results also align with earlier findings from social psychology research that middle status groups tend to be more insecure and behave more conforming than those with lower or higher status, as they are more subject to the fear of status loss (Kelley and Shapiro, 1954;Dittes and Kelley, 1956;Duguid and Goncalo, 2015). The reasoning behind this "middle status conservatism" hypothesis is that high-status individuals may be more self-confident and therefor more willing to take on risks while low-status individuals may consider they have less to lose (Phillips and Zuckerman, 2001).…”
Section: A Tentative Explanationsupporting
confidence: 91%
“…The consistency between the two raters was good, 0.87 for novelty and 0.81 for usefulness. Therefore, their ratings were averaged to determine team creativity (Duguid and Goncalo, 2015). …”
Section: Methodsmentioning
confidence: 99%
“…Organizational studies reveal that feeling empowered is important to creative process engagement (Zhang & Bartol 2010). Similarly, induced power increases creativity (Duguid & Goncalo 2015, Gervais et al 2013. For example, participants with power generated more novel product names compared to control participants , Gervais et al 2013).…”
Section: Flexibility Creativity and Reliance On Gut Feelingsmentioning
confidence: 99%