Empowered by Persuasive Deception: The Effects of Power and Deception on Dominance, Credibility, and Decision Making  

Oleh:

Dunbar, Norah E. ; Jensen, Matthew L. ; Bessarabova, Elena ; Burgoon, Judee K. ; Bernard, Daniel Rex ; Harrison, Kylie J. ; Kelley, Katherine M. ; Adame, Bradley J. ; Eckstein, Jacqueline M.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Communication Research vol. 41 no. 6 (Aug. 2014), page 852-876.
Topik: deception; power; persuasion; credibility; interpersonal deception theory; dyadic power theory
Fulltext: CR 4106 0814 852-876_SA.pdf (440.97KB)

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Perpustakaan PKPM Nomor Panggil: C11 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This paper examines how power differences and deception jointly influence interactional dominance, credibility, and the outcomes of decision-making. Two theories, interpersonal deception theory and dyadic power theory, were merged to produce hypotheses about the effects of power and deception. A 3 (power: unequal-high, unequal-low, equal) × 3 (deception: truth-truth, truthful with deceptive partner, deceptive with truthful partner) experiment (N = 120) was conducted in which participants were asked to make a series of mock hiring decisions. Actor-partner analyses revealed that participants in the deception condition reported a significant increase in perceptions of their own power whereas their truthful partners reported a significant decrease in perceptions of their own power. Further, interactional dominance fostered credibility and goal attainment (i.e., making the best hiring decision in the truthful condition and hiring a friend in the deceptive condition) for both truth-tellers and deceivers.

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