Being Attuned to Inter Group Differences in Mergers : The Role of Aligned Leaders for Low - Status Groups  

Oleh:

Terry, Deborah J. ; O'Brien, Anne ; Jetten, Jolanda ; Duck, Julie

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Personality and Social Psychology Bulletin (http://journals.sagepub.com/home/pspc) vol. 28 no. 9 (2002), page 1194-1201.
Topik: GROUPS DYNAMICS; low - status groups; inter group differences; aligned leaders
Fulltext: 1194.pdf (126.18KB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: PP45.12 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The present research focused on responses of low - status group members to a merger with a high - status group. A study was conducted (N = 153) in which the alignment of the leader for the merged group (ingroup vs. outgroup) and leader behavior (equality, outgroup favoritism, ingroup favoritism, complementarity) were manipulated. The authors predicted that the leader, by his or her behaviour, would play an important role in defining the new relationship between premerger groups. Overall, low - status ingroup leaders were evaluated more positively than high - status outgroup leaders. Ingroup leaders were evaluated more favorably and were more likely to engender a common identity in the merged group than were outgroup leaders when leaders behaved in an ingroup - favoring or complementary fashion. In contrast, evaluations of ingroup and outgroup leaders did not differ when the leader stressed equality or was outgroup favoring. The findings demonstrate the important role leaders can play in accentuating or de - emphasizing premerger status differences.

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