8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status

By Joe C. Magee, Adam D. Galinsky. 2008

2,204 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3e89260a6130050653b6fd614c595135ad8bfdd2

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Citations in the corpus

When Interteam Conflict Spirals into Intrateam Power Struggles: The Pivotal Role of Team Power Structures (2017, background): “…(i.e., the functionalist account of hierarchy, seeAnderson& Brown, 2010; Halevy, Chou, & Galinsky, 2011; Keltner, Van Kleef, Chen, & Kraus, 2008; Magee & Galinsky, 2008), a growing line of research suggests that power hierarchies can also spark intrateam power struggles (e.g., Greer & Van…”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, methodology): “Third, power dispersion is thought to increase role clarity, which facilitates the division of labor, smooths interpersonal interactions, and enhances coordination (e.g., De Kwaad-steniet, Van Dijk, Wit, De Cremer, & De Rooij, 2007; Halevy et al., 2011; Magee & Galinsky, 2008; Woolley et al., 2008).”
Distributed Attention and Shared Emotions in the Innovation Process (2016, background): “Many organization members thus value status and compete with one another to reach or maintain high organizational status (Rosenbaum, 1979; Magee and Galinsky, 2008) and may feel strong emotions if they perceive related threats (cf. Lazarus, 1991).”
Gender, emotion and power in work relationships (2011, methodology): “…(Podsakoff & Schreisheim, 1985), and has been used extensively in the study of gender and power in work relationships (cf., Carli, 1999; Ragins & Sundstrom, 1989; see also Elias, 2008; Johnson, 1976; Keshet, Kark, Pomerantz-Zorin, Koslowsky, & Schwarzwald, 2006; Magee & Galinsky, 2008).”
Applying Uncertainty Management Theory To Employee Voice Behavior: An Integrative Investigation (2012, background): “Organizational authorities (e.g., managers) are often the key audience for employee voice (Detert & Burris, 2007) because they are the agents of the organization who often have the legitimate power to make changes (Magee & Galinsky, 2008).”
Resources versus respect: Social judgments based on targets' power and status positions (2011, background): “Although these termshavenot always been used consistently across researchers, a consensus is emerging as to how these constructs are defined and differentiated (Fiske & Berdahl, 2007; Magee & Galinsky, 2008; Overbeck, 2010; Sachdev & Bourhis, 1991).”
A sense of powerlessness fosters system justification: Implications for the legitimation of authority, hierarchy, and government (2015, positive): “Our approach is distinctive in suggesting that hierarchies possess a legitimacy advantage simply by virtue of the fact that they produce power differentials, that is, asymmetries in outcome dependence that exert a wide range of subjective and objective effects (see also Magee & Galinsky, 2008).”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “In this study, however, we take a somewhat narrower perspective and focus on the hierarchical distance between the senior level managers and the rank-and-file memberships of an organization (see Magee & Galinsky, 2008).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…first insight is that members employ social categorization to make judgments about target members’ warmth and competence, and that these judgments could lead to the perception of an outgroup member as warmer and/or more competent than an ingroup member (Fiske et al., 2002; Magee & Galinsky, 2008).”
The destructive nature of power without status. (2012, background): “Surprisingly little is known about the interactive effects of these two variables, despite the general consensus that they are distinct (Magee and Galinsky, 2008) and the prevalence of roles in society that afford power but lack status (e.g., airport security, reimbursement clerks, DMV workers).”
Power reduces the press of the situation: implications for creativity, conformity, and dissonance. (2008, background): “Power and the Influence of the Situation Power is often defined as asymmetric control over valuable resources and outcomes within a specific situation and set of social relations (Fiske, 1993; Fiske & Berdahl, 2007; Keltner et al., 2003; Magee & Galinsky, 2008; Thibaut & Kelley, 1959).”