The power of powerless speech: The effects of speech style and task interdependence on status conferral.

By Alison R. Fragale. 2006

92 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7cc6205774e722204240dbeb7240adf21dde64a9

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Citations in the corpus

Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “refers to the extent to which an individual is respected or admired by members of a work unit (Fragale, 2006; Magee & Galinsky, 2008; Ridgeway & Walker, 1995).”
Negotiating the Gender Divide (2012, background): “In interdependent contexts where communality is valued, powerless speech is status enhancing because negotiators heavily weight communality in their assessments of an opponent’s performance potential (Fragale, 2006).”
Status Conflict in Groups (2012, background): “Displays of dominance have been associated with higher status and influence (Anderson and Berdahl 2002, Fragale 2006, Judge et al. 2002, Lord et al. 1986).”
The detrimental effects of power on confidence, advice taking, and accuracy (2011, background): “As these authors note, people might develop an association between power and self-confidence based on experiences with powerful individuals, who tend to display behaviors that convey confidence (e.g., see Cansler & Stiles, 1981; De Paulo & Friedman, 1998; Fast, Sivanathan, Mayer, & Galinsky, 2011; F”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “Research suggests that individuals expect high-status others to be highly agentic and judge high-status individuals based on the extent to which they conform to this expectation (Fragale, 2006).”
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice (2013, background): “…are able to feel and display positive emotions such as interest and excitement, they are likely to elicit favorable reactions from managers by communicating their ideas and suggestions in a more enthusiastic, supportive, or communal manner (Forgas & George, 2001; Fragale, 2006; Grant et al., 2009).”
Resources versus respect: Social judgments based on targets' power and status positions (2011, methodology): “Consistent with prior work, we define status as the extent to which an individual is respected, admired, and highly regarded by others (e.g., Anderson, Srivastava, Beer, Spataro, & Chatman, 2006; Fragale, 2006; Tiedens, 2001).”
8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status (2008, background): “For example, conscientiousness predicts hierarchical rank better than extraversion in task‐oriented organizations, such as an engineering firm, but extraversion predicts rank in more socially‐oriented organizations, such as a consulting firm (Anderson, Spataro, & Flynn, 2008 ) Similarly, in groups ”
Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness (2014, methodology): “For team prosocial motivation, Grant’s (2008) measure was adapted to fit with the task context (e.”
When overconfidence is revealed to others: Testing the status-enhancement theory of overconfidence (2013, background): “Social skills contribute to a group by helping to coordinate other members’ activities, solve conflicts, and motivate others while maintaining cohesion within the group (Bass, 2008; Fragale, 2006; Mann, 1959; Van Vugt, 2006).”
THE DOWNFALL OF EXTRAVERTS AND RISE OF NEUROTICS: THE DYNAMIC PROCESS OF STATUS ALLOCATION IN TASK GROUPS (2013, background): “Although extraverts’ dominance and assertiveness generate positive performance expectations at the outset, extraverts are often poor listeners and unreceptive to others’ input (Grant, Gino, & Hofmann, 2011; Judge, Piccolo, & Kosalka, 2009), which can limit their effectiveness at interdependent group”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “There is research showing that people react differently to forceful as opposed to more tentative speech styles (Fragale, 2006 ), and it is quite likely that speech style will affect how others view an employee who is voicing.”