Dual Processes for Social Rank: A Relational Perspective of Dominance and Prestige
Abstract
Dominance and prestige are two fundamental processes to obtain social rank and influence. Previous research, largely taking a social consensus view, has advanced knowledge on the outcomes of leaders adopting dominance- and prestige-oriented strategies. In this dissertation, I adopt a relational perspective in studying the nature and consequences of dominance and prestige. In two series of studies, I examined the behavioural components of dominance and prestige processes in horizontal teams (Chapter 2), and how follower subjective experiences and work relationships were impacted (Chapter 3).
Chapter 2 provides a multiperspective (Smith et al., 2024) investigation on dominance and prestige. Adopting a relational focus, I utilized social relations models to analyze dominance and prestige as dynamic interpersonal processes rather than treating variance across raters as systematic errors. Using important social behaviours to exemplify and highlight the merit of the multiperspective, Study 1 (N1 = 478; N2 = 637) showed that dominant partners were viewed as more assertive, more likely to engage in toxic work behaviours, and less cooperative. Dominance was associated with less cooperativeness from partners. In contrast, prestigious partners were viewed as more assertive and more cooperative but less toxic. Prestige was associated with higher cooperativeness from partners. Despite divergent behavioural signatures, both dominance and prestige facilitated leader emergence at the reputational level. However, only prestige predicted leader emergence at the relational level. Study 2 (N = 1736) showed that prestige contributed to more sustainable work relationships at the relational level. Overall, these findings highlight the consequences of dominance and prestige for productive working relationships.
Chapter 3 focused on the important role of follower experiences. Using observational (N = 250) and experimental (N = 277) designs, the results highlight that follower psychological need satisfaction (i.e., need for competence, relatedness, and autonomy) helped to explain the relationship between leader dominance/prestige and willingness to continue working with that leader in the future (i.e., dyadic viability). Working with a dominant leader impeded follower need satisfaction, whereas the opposite was true for working with a prestigious leader. Overall, this dissertation provides important insights on how dominance and prestige operate through dyadic interactions.