Sentimental Stereotypes: Emotional Expectations for High-and Low-Status Group Members
By Larissa Z. Tiedens, P. Ellsworth, B. Mesquita. 2000
386 citations recorded by the source corpus.
Subfields: Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/9529d7baa24c1cf4fda061d412e4cb7bb5d0c043
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Social Psychology
- Gerben A. van Kleef
- Adam D. Galinsky
- Dacher Keltner
- Joe C. Magee
- Michael W. Kraus
- Cameron Anderson
- Stéphane Côté
- Jennifer R. Overbeck
In Sociology and Political Science
- Adam D. Galinsky
- Gerben A. van Kleef
- Joe C. Magee
- Dacher Keltner
- Michael W. Kraus
- Cameron Anderson
- Jennifer R. Overbeck
- Stéphane Côté
Citations in the corpus
- Leading with their hearts? How gender stereotypes of emotion lead to biased evaluations of female leaders (2016, neutral): “But since anger is seen as more appropriate for high-status individuals (Tiedens et al., 2000), and women leaders occupy highstatus positions, then perhaps women leaders are licensed to express anger to the same extent as men, or at least have more license to do so than women who are not in these…”
- Effects of power on emotion and expression during a controversial group discussion (2006, background): “Furthermore, research has shown that people associate the emotion of anger with the powerful and the emotion of guilt with the powerless ( Tiedens, Ellsworth, & Mesquita, 2000 ), an association that is proposed to be based on actual differences in experiences and expressions of emotions (Tiedens, 20”
- Emotional convergence between people over time. (2003, background): “This finding extends recent research relating power and status to the quality and coherence of emotional response (Anderson & Berdahl, 2002; Hecht & LaFrance, 1998; Keltner et al., 1998; Tiedens, 2001; Tiedens, Ellsworth, & Mesquita, 2000 ).”
- Emotion is for influence (2011, background): “Pride protects the social status of accomplished individuals (Tiedens et al., 2000).”
- The nature of awe: Elicitors, appraisals, and effects on self-concept (2007, background): “Pride has been defined as the emotion felt when one succeeds in a socially valued endeavour, likely to raise one’s social status (Shiota et al., 2004; Tiedens, Ellsworth, & Mesquita, 2000 ).”
- Positive emotion dispositions differentially associated with Big Five personality and attachment style (2006, background): “Proud behaviors include advertisement of success and high behavioral activation, similar to the displays of status and leadership (Cashdan, 1998; Seidner, Stipek, & Feshbach, 1988; Tiedens, Ellsworth, & Mesquita, 2000; Tracy & Robins, 2004).”
- 8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status (2008, background): “For example, there are expectations for the tasks that individuals in different roles should accomplish (Sande, Ellard, & Ross, 1986 ) and for the types of emotions that people are expected to express at different levels of the formal hierarchy (Tiedens, Ellsworth, & Mesquita, 2000 ).”
- Facial expressions allow inference of both emotions and their components (2008, background): “In particular, emotion judgements yield the highest accuracy (as in the studies reported by Horstmann, 2003; Tcherkassof, 1999; Tiedens et al., 2000).”
- Beliefs about the nonverbal expression of social power (2005, background): “…and less fear and sadness, than low power individuals, consistent with prior research on beliefs about the emotional expression of low and high status individuals (Tiedens et al., 2000) and a study of impressions of the personality dominance of faces showing various emotions (Knutson, 1996).”
- Emotional and Behavioral Responses to Workplace Incivility and the Impact of Hierarchical Status (2012, background): “Learning more about how emotions affect behavioral responses and how context shapes emotional responses not only contributes to the literature (e.g., Brief &Weiss, 2002; Tiedens et al., 2000), but also provides practical information for managers and for organizations.”