Electronic Thesis and Dissertation Repository

Thesis Format

Integrated Article

Degree

Doctor of Philosophy

Program

Psychology

Supervisor

Benson, Alex J.

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.

Summary for Lay Audience

Those who in conversation dare to quote the old songs and records should be publicly executed; those who use old precedents to oppose the new order should have their families wiped out; and officers who know of such cases but fail to report them should be punished in the same way (Wills, 2012, p.48).

Throughout history, leaders have employed various strategies to maintain power and influence. Qin Shihuang, the first emperor of China, exemplified an iron-fisted approach to governance, ruling through fear and centralized control. He swiftly and ruthlessly silenced anyone who dared to contradict his opinions or challenge his authority. In contrast, many leaders are afforded high social rank and admired for their valuable skills, wisdom, and ability to inspire deference through prestige rather than fear. Indeed, dominance and prestige are two fundamental processes that enable individuals to acquire social rank and influence.

Past research on dominance and prestige has focused on the leaders’ dominance and prestige motivations—investigating their behaviours and associated implications. However, our understanding of how dominance and prestige processes function at the relational level is limited, and the active roles played by followers have not been thoroughly examined. In this dissertation, I designed two series of studies to address these issues: I first investigated the behaviours involved in dominance and prestige-based relationships, the stability of such relationships, and how working with dominant and prestigious leaders impacts followers’ need satisfaction.

Consistent with my hypotheses, dominance-based relationships were characterized by assertiveness, toxic behaviours, and decreased intentions for further work relationships, whereas prestige-based relationships appeared to be healthier. People in prestige-based relationships were less toxic and had stable intentions to continue their work relationships. Followers’ need for competence and autonomy were negatively impacted when they worked with dominant leaders, whereas work relationships with prestigious leaders exhibited the opposite patterns. In summary, dominance and prestige have different behavioural signatures, which could influence follower experience and ultimately the dyadic relationship longevity.

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

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