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|a Status and groups /
|c edited by Melissa Thomas-Hunt.
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|a Amsterdam ;
|a Boston :
|b Elsevier JAI,
|c 2005.
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300 |
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|a 1 online resource (x, 325 pages) :
|b illustrations.
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|a Research on managing groups and teams,
|x 1534-0856 ;
|v v. 7
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|a Conference proceedings.
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|a Includes bibliographical references.
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|a Cover -- front cover -- table of contents -- List of Contributors -- Preface -- A Matter of Intragroup Status: The Importance of Respect for the Viability of Groups -- The Importance of Intragroup Status -- Belongingness and Reputation as Identity Concerns -- Respect as an Indicator of Intragroup Status -- Respect and the Viability of Groups -- Empirical Evidence -- Belongingness as Moderator -- Social Reputation as Moderator -- Does It Matter Who Respects? Authority or Peers as Source -- Situational Moderators of the Relationship Respect Identity: Culture and Group Size -- Concluding Remarks 1 -- Acknowledgment 1 -- References 1 -- It's not just about differences: An Integration of Role Identity Theory and Status Characteristics Theory -- Introduction 2 -- Status Characteristics within a work Group -- Identity Commitment -- Propositions Building Upon Status Characteristics Theory And Role Identity Theory -- Conclusion 2 -- Practical Implications -- Future Research Directions -- Acknowledgements 2 -- References 2 -- A Big Fish in a Small Pond or a Small Fish in a Big Pond? Importance of Intra- Versus Intergroup Status Across Cultures -- Previous Research on Intragroup vs. Intergroup Status -- The Role of Intergroup Status -- The Role of Intragroup Status -- The Fishpond Phenomenon: Joint Effects of Intergroup Status Vs. Intragroup Status -- Culture and Intragroup Status vs. Intergroup Status -- Individualistic vs. Collectivistic Cultures -- Psychological Differences across Cultures and Concerns for Intragroup Status vs. Intergroup Status -- Structural Differences within Groups Across Cultures and Intragroup Status Concern -- Structural Differences between Groups and Intergroup Status Concern -- Conclusion 3 -- Implications to Work Groups and Organizations -- References 3 -- Misperceiving Your Place: Humility and Hubris in Social Hierarchies -- Definitions 4 -- How are Self-Perceptions of Power Constructed? -- How can Self-Perceptions of Power be Inaccurate? -- How Accurate do Self-Perceptions of Power Tend to be? -- The Primacy of Self-Perceptions of Power in Directing Thought, Feeling, and Action -- Approach and Inhibition Tendencies -- Self-Esteem and Subjective Well-Being -- Summary4 -- The Consequences of Misperception: What Happens when People Over- or Underestimate their Power -- Overestimating One's Power: Deference Vs. Hubris -- Underestimating One's Power: Resource Leveraging Vs. Underutilization -- Failure to Capitalize on Opportunities -- Failure to Influence Others -- Failure to Effectively Lead -- Final Thoughts and Further Questions -- Determinants -- Plasticity -- Reducing inaccuracy -- Boundary conditions -- Notes 4 -- References 4 -- To be Smart or to be Social? The Context-Dependent Effects of Communication Styles on Status Conferral in Task Groups -- Communication Styles -- The Components of Communication Styles -- The Effects of Communication Styles on Status Positions -- Communication Styles as Signals of Agency and Communality -- Agency and Communality as Bases of Social Status -- Group Stereotypes --tidtid.
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|a Print version record.
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|a Examines the effects of status on individuals and groups. This volume considers both the role of status within groups and how the status of groups within their context affects members and group effectiveness. It is useful to individuals interested in understanding the effects of status on individuals and the groups in which they are embedded.
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540 |
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|a Emerald Insight
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|a Social status
|v Congresses.
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|a Social groups
|v Congresses.
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|a Statut social
|v Congrès.
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|a SOCIAL SCIENCE
|x Discrimination & Race Relations.
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|a Social groups
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|a Social status
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|a Thomas-Hunt, Melissa C.
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|i Print version:
|t Status and groups.
|d Amsterdam ; Boston : Elsevier JAI, 2005
|z 0762312297
|w (OCoLC)60560431
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830 |
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|a Research on managing groups and teams ;
|v v. 7.
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