The Pursuit of Status in Social Groups

By Cameron Anderson, Gavin J. Kilduff. 2009

430 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6bb83143bcdc95de1fa1c5e3a464fab815e517c5

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Citations in the corpus

A Road Map for an Emerging Psychology of Social Class (2012, background): “…attain high status through a number of means, including appearing more competent than other individuals (e.g., by vocally expressing one’s opinion; Anderson & Kilduff, 2009), or putting the groups’ interests ahead of one’s own (e.g., giving more than receiving help in one’s social group; Flynn,…”
The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence (2017, background): “Because voice is assertive and change oriented, it represents a potential statusclaiming behavior (Anderson & Kilduff, 2009a).”
Toward a Unified Science of Hierarchy: Dominance and Prestige are Two Fundamental Pathways to Human Social Rank (2014, background): “…controlling for shared variance with the other—suggesting that dominant individuals' ability to gain influence cannot be attributed to a tendency among group members to (incorrectly) perceive them as more competent or admirable (and by implication, Prestigious; cf., Anderson and Kilduff 2009b).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “…such as trying to promote or protect their relative positions vis-à-vis one another through strategies such as impression management (e.g., Anderson & Kilduff, 2009), gossip and sabotage (e.g., Beersma & Van Kleef, 2012), and other similar forms of political behavior (e.g., Ferris, Adams,…”
Pronoun Use Reflects Standings in Social Hierarchies (2014, neutral): “Thus, similar to Study 5, status is defined as the degree of respect and admiration an individual receives relative to others (Anderson & Kilduff, 2009a, 2009b; Blau, 1964; Fiske, 2010; Ridgeway & Walker, 1995; see Cheng et al., 2013, for review).”
Dominance and Prestige: Dual Strategies for Navigating Social Hierarchies (2016, positive): “Dominance strategies, in particular, may be effective in short-term interpersonal interactions, because without extensive knowledge about a person’s abilities, their level of dominance can be mistaken for a high level of expertise (Anderson & Kilduff, 2009b).”
Testing an Adaptationist Theory of Trait Covariation: Relative Bargaining Power as a Common Calibrator of an Interpersonal Syndrome (2013, background): “Similar social advantages accrue to people who possess valuable knowledge, skills or abilities that enhance their apparent capacity to benefit associates (e.g. Anderson & Kilduff, 2009; Sugiyama & ScaliseSugiyama, 2003; von Rueden et al., 2008, 2011).”
Unpacking the inequality paradox: The psychological roots of inequality and social class. (2018, background): “…other dimensions of hierarchy, including power (a person’s relative control over resources and ability to influence others; Keltner, Gruenfeld, & Anderson, 2003; Magee & Galinsky, 2008) and status (one’s levels of respect and esteem; Anderson, Hildreth, & Howland, 2015; Anderson & Kilduff, 2009).”
Social benefits of luxury brands as costly signals of wealth and status (2011, background): “It rather seems that luxury consumption elicits favorable treatment, as is commonly observed for high-status individuals (e.g., Anderson & Kliduff, 2009; Berger, Rosenholtz & Zelditch, 1980; Boldry & Gaertner, 2006; Fiske & Berdahl, 2007; Henrich & Gil-White, 2001; Turner, 2005).”
Falling from great (and not-so-great) heights: how initial status position influences performance after status loss (2014, background): “…often based on more than just performance (e.g., likeability, cooperativeness, willingness to help and contribute [Anderson, Ames, & Gosling, 2008; Anderson & Kilduff, 2009; Flynn et al., 2006; Willer, 2009]), status loss can be prompted by events other than negative performance, such as being…”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, neutral): “…Magee & Galinsky, 2008) and informal power, or status (i.e., respect, prestige, admiration and esteem that a party has in the eyes of others (Anderson & Kilduff, 2009; Blader & Chen, 2012; Blader & Yu, 2017; Henrich & Gil-White, 2001; Ridgeway, 2001; Ridgeway & Walker, 1995; Sachdev &…”