Power moves: complementarity in dominant and submissive nonverbal behavior.

By Larissa Z. Tiedens, Alison R. Fragale. Journal of Personality and Social Psychology, 2003

689 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/03bbfd5295f87dc5e9cf96adb35a6ff404508416

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Citations in the corpus

Understanding The Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes (2017, neutral): “Rothman (2011) suggests that because individuals tend to act more dominantly towards partners whom they perceive to be submissive (Tiedens and Fragale, 2003), and because ambivalent partners are perceived as more deliberative, and in turn submissive, relative to individuals who express more…”
The Nonconscious Nature of Power: Cues and Consequences (2010, background): “Tiedens and Fragale (2003) artificially placed participants in either an expanded or a constricted pose, supposedly so that various physiological measures could be taken.”
Building and maintaining rapport in investigative interviews (2014, background): “Research has shown that when an individual exhibits either dominant or submissive posture, an interaction partner feels greater comfort and liking when complementing that posture rather than mirroring it (Tiedens & Fragale, 2003).”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “These lower-status behaviors include automatically following social norms (Howell and Shamir, 2005; Keltner et al., 2003), refraining from showing true emotions, and restricting body movements (Ellyson and Dovidio, 1985; Keltner et al., 1998; Menges et al., 2015; Tiedens and Fragale, 2003).”
The antecedents and consequences of human behavioral mimicry. (2013, background): “A difference in status between interactants seems to be one variable that can lead to complementarity rather than mimicry (Tiedens & Fragale 2003), as can relationship status (Häfner & IJzerman 2011).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “Recent research demonstrates that social interaction partners often showbehavioral complementarity with respect to power, that is dominance behavior of one person is often complemented (unconsciously) by submissive behavior of the partner (Tiedens & Fragale, 2003; Tiedens & Jimenez, 2003).”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “First, this perspective is rooted in research in social psychology, which suggests that an unconscious preference for hierarchy exists (Tiedens & Fragale, 2003) because of the comfort it gives in prioritizing and clarifying information and interactions (Halevy et al., 2011; Zitek & Tiedens, 2012).”
Language Matters: Status Loss and Achieved Status Distinctions in Global Organizations (2013, result): “In contrast to the tendency of nonnative speakers to submit to dominant behaviors (Tiedens and Fragale 2003), highfluency speakers often intervened.”
Toward a Unified Science of Hierarchy: Dominance and Prestige are Two Fundamental Pathways to Human Social Rank (2014, background): “For example, adopting expanded postures induces subjective feelings of power and control (Huang et al. 2011; Riskind and Gotay 1982; Tiedens and Fragale 2003) and associated increases in testosterone and decreases in cortisol (Carney et al. 2010)—a unique neuroendocrine profile that underpins…”
A Reciprocal Influence Model of Social Power: Emerging Principles and Lines of Inquiry (2008, background): “, 1989; Mazur and Booth, 1998), linguistic and paralinguistic behavior (Dovidio and Ellyson, 1982; Hall et al., 2005; Tiedens and Fragale, 2003), as well as strategic social behavior and mood (Moskowitz, 1994).”
Dominance and Prestige: A Tale of Two Hierarchies (2017, background): “Whereas prestige typically garners more liking and social approval than does dominance, dominance sometimes elicits submission (Tiedens & Fragale, 2003).”
A functional model of hierarchy (2011, background): “Hierarchies are not only omnipresent in human groups, but they also emerge quickly and spontaneously from limited social interactions (Anderson & Kilduff, 2009; Ridgeway, 1987; Ridgeway & Diekema, 1989; Tiedens & Fragale, 2003; van Vugt, 2006).”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “Another case in which affective diversity may be helpful is when displays differ in terms of dominance versus suppression, for which complementarity is preferable to convergence ( Tiedens & Fragale, 2003 ).”
The Dark Side of Structural Holes (2013, background): “…power struggles because high-power individuals show dominant behaviors: Multiple parties characterized by dominant behaviors in the same social environment clash with each other, compromising group functioning and hindering everyone’s execution of tasks (de Reuver, 2006; Tiedens & Fragale, 2003).”
The ability to influence others via emotion displays (2011, background): “Observers’ inferences help them coordinate their behavior with the behavior of their interaction partners (Maddux, Mullen, & Galinsky, 2008; Tiedens & Fragale, 2003).”
Behaviour variability and the Situated Focus Theory of Power (2007, neutral): “…2002), emotions (Ebenback & Keltner, 1998), the expression of dispositions (Chen, Lee-Chai, & Bargh, 2001), non-verbal behaviour (Dovidio, Ellyson, Keating, & Heltman, 1988; Tiedens & Fragale, 2003), goal pursuit (Bargh & Raymond, 1995; Guinote, 2007a), and thought suppression (Guinote, 2007b).”
Multiple Mechanisms of Prime‐to‐Behavior Effects (2009, result): “…self-perceptions were not assessed in this study, these findings are consistent with the idea that primes biased perceptions of the other person's dominance, which then led to complementary changes in self-perceptions and behavior in turn (see Tiedens & Fragale, 2003; Tiedens & Jimenez, 2003).”