The Legitimation and Delegitimation of Power and Prestige Orders

Berger, Joseph; Ridgeway, Cecelia L.; Fişek, M. Hamit; Norman, Robert Z.

doi:10.2307/2657555

Cited by 317 publications

(211 citation statements)

References 26 publications

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“…Initial responses and first impressions can influence the extent to which people are willing to make an effort to optimize the collaboration with another person, and can thus work as self-fulfilling prophecies (see expectation-states theory, Berger, Fisek, Norman, & Zelditch, 1977;Berger, Ridgeway, Fisek, & Norman, 1998;Oldmeadow & Postmes, 2005). Therefore, we believe that it is highly important to examine whether diversity expectancies will influence the effects of actual differences during a collaboration.…”

Section: Expectancy Violationmentioning

confidence: 99%

What Can You Expect? The Influence of Gender Diversity in Dyads on Work Goal Expectancies and Subsequent Work Commitment

Rink

Ellemers

2006

Group Processes & Intergroup Relations

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In an experimental study ( N = 60) we showed that gender differences play an important role in the extent to which people expect work goal differences between themselves and their collaborating partner. Participants who interact with a same-sex partner expect this person to pursue the same work goal as the self, whereas those who interact with an opposite-sex partner expect this person to have a different work goal to the self. When these expectancies were confirmed, participants felt relatively little disappointment, developed a clear image of their partner, and felt committed toward future collaboration. However, an expectancy violation caused participants to respond relatively negatively on these measures. These effects are discussed in relation to expectancy violation and congruence theory.

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Section: Expectancy Violationmentioning

confidence: 99%

What Can You Expect? The Influence of Gender Diversity in Dyads on Work Goal Expectancies and Subsequent Work Commitment

Rink

Ellemers

2006

Group Processes & Intergroup Relations

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“…The percent of women in management and leadership positions, compared with men, constitutes a major social indicator of the extent to which women have achieved parity with men in the labour Economic and sociological theories (Berger et al, 1998;Morris Zelditch, 2002, andPhelps, 1972) suggest that increasing the percentage of women in positions of leadership and management will have positive economic and social consequences at the macro level. Empirical research also lends support to these theories.…”

Section: Introductionmentioning

confidence: 99%

Gender Differences in Subjective Well-Being In and Out of Management Positions

Trzcinski

Holst

2011

Soc Indic Res

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SOEPpapers on Multidisciplinary Panel Data Research at DIW BerlinThis series presents research findings based either directly on data from the German SocioEconomic Panel Study (SOEP) or using SOEP data as part of an internationally comparable data set (e.g. CNEF, ECHP, LIS, LWS, CHER/PACO). SOEP is a truly multidisciplinary household panel study covering a wide range of social and behavioral sciences: economics, sociology, psychology, survey methodology, econometrics and applied statistics, educational science, political science, public health, behavioral genetics, demography, geography, and sport science.The decision to publish a submission in SOEPpapers is made by a board of editors chosen by the DIW Berlin to represent the wide range of disciplines covered by SOEP. There is no external referee process and papers are either accepted or rejected without revision. Papers appear in this series as works in progress and may also appear elsewhere. They often represent preliminary studies and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be requested from the author directly.Any opinions expressed in this series are those of the author(s) and not those of DIW Berlin.Research disseminated by DIW Berlin may include views on public policy issues, but the institute itself takes no institutional policy positions. AbstractThis study used data from the German Socio-economic Panel to examine gender differences in the extent to which self-reported subjective well-being was associated with occupying a high-level managerial position in the labour market, compared with employment in nonleadership, non-high-level managerial positions, unemployment, and non-labour market participation. Our results indicated that a clear hierarchy exists for men in term of how status within the labour market was associated with subjective life satisfaction. Unemployed men were the least satisfied, followed by men who were not in the labour market, while men in leadership positions reported the highest level of subjective life satisfaction. For women, no statistically significant differences were observed among women in high-level managerial positions, women who worked in non-high-level positions, and women who specialized in household production, with no market work. Only women who were unemployed reported lower levels of life satisfaction, compared with women in other labour-market statuses. Our results lend evidence to the contention that men can "have it all", but women must still choose between career and family in Germany. We argue that interventions need to address how the non-pecuniary rewards associated with high-level managerial and leadership positions can be increased for women. Such policies would also likely serve to mitigate the "pipeline" problem concerning the number of women who are available to move into high positions in the private sector.1

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“…Teams often develop shared routines that are difficult to break (Gersick & Hackman, 1990;Levitt & March, 1988). Many routines are defensive and habitual ways of protecting members from threat (Argyris, 1990;Argyris et al, 1985;Argyris & Schö n, 1996), especially threats to those with status and power (Berger, Ridgeway, Fisek, & Norman, 1998;Contu & Willmott, 2003;Lave & Wenger, 1991). In such circumstances, even homogeneous groups engage in less productive and less creative problem solving (Falk & Falk, 1981;Hoffman & Maier, 1961;Nemeth, 1986) 2 We recognize that the model includes several different terms for cognitions: "beliefs" (in the case of psychological safety and identity safety), diversity "perspectives" and learning "frames."…”

Section: Team Learningmentioning

confidence: 99%

Power, Safety, and Learning in Racially Diverse Groups

Foldy

Rivard

Buckley

2009

AMLE

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We propose that power inequities drive dynamics in racially diverse teams, often leading to conflict, withdrawal, or assimilation-all of which can impede team learning. We suggest several elements to address these dynamics, including identity safety or the belief that one is safe despite one's racial identity; a perspective that values cultural identity as a resource for thinking about work; and a welcoming stance toward new information and differing opinions.

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The Legitimation and Delegitimation of Power and Prestige Orders

Cited by 317 publications

References 26 publications

What Can You Expect? The Influence of Gender Diversity in Dyads on Work Goal Expectancies and Subsequent Work Commitment

What Can You Expect? The Influence of Gender Diversity in Dyads on Work Goal Expectancies and Subsequent Work Commitment

Gender Differences in Subjective Well-Being In and Out of Management Positions

Power, Safety, and Learning in Racially Diverse Groups

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