Why Do Dominant Personalities Attain Influence in Face-to-Face Groups? The Competence-Signaling Effects of Trait Dominance

Individuals high in the personality trait dominance consistently attain high levels of influence in groups. Why they do is unclear, however, because most group theories assert that people cannot attain influence simply by behaving assertively and forcefully; rather, they need to possess superior tas...

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Bibliographic Details
Published in:Journal of personality and social psychology 2009-02, Vol.96 (2), p.491-503
Main Authors: Anderson, Cameron, Kilduff, Gavin J
Format: Article
Language:English
Subjects:
Ability
Attitudes
Biological and medical sciences
Competence
Dominance
Enactment
Female
Fundamental and applied biological sciences. Psychology
Groups
Human
Humans
Interpersonal Control
Intragroup relations
Leadership
Male
Peers
Perceptions
Personality
Personality psychology
Personality Traits
Personality. Affectivity
Power relations
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Rating
Signalling
Social Behavior
Social Dominance
Social Environment
Social Influences
Social interactions. Communication. Group processes
Social Perception
Social psychology
Status
Young Adult
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Summary:Individuals high in the personality trait dominance consistently attain high levels of influence in groups. Why they do is unclear, however, because most group theories assert that people cannot attain influence simply by behaving assertively and forcefully; rather, they need to possess superior task abilities and leadership skills. In the present research, the authors proposed that individuals high in trait dominance attain influence because they behave in ways that make them appear competent-even when they actually lack competence. Two studies examined task groups using a social relations analysis of peer perceptions ( D. A. Kenny & L. LaVoie, 1984 ). The authors found that individuals higher in trait dominance were rated as more competent by fellow group members, outside peer observers, and research staff members, even after controlling for individuals' actual abilities. Furthermore, frequency counts of discrete behaviors showed that dominance predicts the enactment of competence-signaling behaviors, which in turn predicts peer ratings of competence. These findings extend researchers' understanding of trait dominance, hierarchies in groups, and perceptions of competence and abilities.
ISSN:0022-3514
1939-1315
DOI:10.1037/a0014201