Block 3

Question 1

Social influence what is it

Answer 1

Social influence is people affecting other people

The process through which individuals or groups change the thoughts, feelings and behaviours of others. One particular type of social influence is the influence that leads individuals to adhere the groups norms - passive social influence / active social influence

The change in opinion or behaviour is the result of social influence is known as conformity

Question 2

Example 1 of passive social influence

Answer 2

Example 1 of passive social influence - muzafer sheriff: auto kinetic effect (involuntary movements of our eyes that occur as we view objects)
Fv: each time the light was turned on, how much it appeared to be movin f
Individual tat: within subject small variations; between subject wide variations
Group test: say aloud

Results showed at start big differences in individual answers but the more days the closer there answers were when as a group

Question 3

Example 2 active social influence

Answer 3

Example 2 active social influence:
Stanley schater study:
Group members will use influence to bring deviant group members into line with group norms.
Club is a legal case that involved a runaway teenager named Johnny Rocco.
Three confederates:
Mode - complete agreement
Deviant: opposite; consistent
Slider: initially disagree; shift to agree with the majority

Dvs: amount of attempted social influence: communication directed at each confederate

The result showed that the deviant was communicated with the most followed by slider then mode. This shows that there was an active social Influence in trying to get the deviant to agree with the others

Question 4

Why do we conform?

Answer 4

Informational conformity :

Social proof - if others think/behave the way they must be right
Private acceptance or real change

Normative conformity:
The desire to fit it or perhaps more important, to not be excluded/rejected
Public compliance rather than private acceptance

Mindlessness:
A cognitive heuristic that allows us to do what others are doing without taking up valuable time and effort.
Often go hand in hand; may not be possible to fully differentiate them

Question 5

Majority Influence

Answer 5

Solomon asch study on majority influence with a visual ability testing

Used the which line is the same length. Went round room and fake actors were there saying the wrong answer and to try influence the tester to get it wrong. It showed as 76% of 123 subjects gave at least one incorrect response

Question 6

Social impact on conformity

Answer 6

The majority size increases conformity is only true to up a point. Milgram and Bickman study on 1-15 confederates craned their necks looking up at a window on the 6th floor. Seeing if pedestrians would look up too. The greater the size the more did it- up to a certain size which then plateaus

Question 7

Features of judgement

Answer 7

Baron, vandlelo and Brummans study on eye witness identification task. Known as pilot study. They had two different judgement difficulty.

The results showed that conformity was highest when the importance of the result was the highest

Question 8

Minority influence

Answer 8

Minority could have influence over majorities, provided they gave consistent response.
Moscovic, lage and naffrechoux study of colour perceptions. They did a consistent minority condition and inconsistent minority condition.

The result showed that when the results of the team were consistent there was more green responses. But when the minority was inconsistent it led to less green responses.

Question 9

Minority influence and creative thinking

Answer 9

Minority groups could make majorities engage in more divergent, innovative and creative thinking about the topics being discussed

Question 10

Influence attempt

Answer 10

Conformity - you do what others are doing (without the others trying to get you to do it)
Social inhibition: you stip doing something you would normally do because others are present
Compliance: you do something you wouldn’t have done otherwise because of subtle, but intentional manipulations
Obedience: you do something that you wouldn’t ordinarily do because someone (usually an authority) orders you to do it

Question 11

A continuum of social influence

Answer 11

Conformity / social inhibition = no attempt to influence

Compliance = influence attempted but subtle

Obedience = influence clear and blunt

Question 12

Social inhibition study

Answer 12

Petty Williams social inhibition study. “Bystander response to a cheeseburger “

Coupons were given to subject who were alone with one other or 2 or more.

The result showed that alone almost all took it. With 1 only half and when 2 or more less than half.

Question 13

Milgrams obedience study

Answer 13

Milgrams obedience experiment looks at the level of obedience of testers when shock level is increased.

It showed the more the shock the less obedient they are

Question 14

Six weapons of influence -

Answer 14

Six weapons of influence:

Reciprocity: not so free sample, door in the face

Commitment and consistency - foot in the door

Social proof - everyone is doing it

Liking - flattery gets you everywhere

Authority - clothes make the deal

Scarcity - what is scarce is more valuable

Question 15

How to stop yourself from automatic social influence

Answer 15

Understand how and why the tactic is working

Ask yourself do I really want jong or I am
Doing it to please someone else

Wait for a couple hours - if the desire goes away, you probably don’t need it

Point out the compliance tactic to the compliance professional

Question 16

Leadership

Answer 16

Leadership is The process by which individuals guide others in their pursuits, often by unifying, directing, coordinating, supporting and motivating their efforts

Question 17

What is leadership

Answer 17

Types of leadership

Reciprocal - leader - follower relationship

Transactional - exchange in time, energy, skills

Transformational - uniting and changing members

Cooperative - motivated by collective needs

Adaptive - goal seeking

Question 18

What do leaders do

Answer 18

Task leadership:
Assign tasks
Makes attitudes clear to the group
Critical of poor work
Sees to it that the group is working to capacity
Coordinates activity 

Relationship leadership:
Listens
Easy to understand
Friendly and approachable
Treats members as equals
Willing to change

Question 19

Meta analyses correlations of relationship v task leadership

Answer 19

Follower job satisfaction, follow satisfaction with leader, follower motivation and leader effectiveness are all Stronger for relationship

Leader job performance, and group performance are stronger for task

Question 20

Leaders emergence - who becomes a leader

Answer 20

Personality, intelligence, expertise, participation (babble effect)

Height age ethnicity gender

Implicit leadership theories - prototypes

Question 21

Leader effectiveness

Answer 21

Objective measures like group performances

Rating of ability, satisfaction and motivation

Question 22

Types of leaders

Answer 22

Laiszez faire - no intervention / no supervisions

This has emphasis on team, and the leader is usually liked less. Groupndynaimic of friendly, group focused and productivity is low (increased when leader absent)

Democratic: discussion with members
Allow autonomy
Encourage an egalitarian culture

Emphasis on team and leader, they’re liked more, friendly group focused and high productivity when leader present or absent

Authoritarian: no input from members
No discuss of long range goals
Emphasis on authority
Dictates

Emphasis on leader, liked less, aggressive dependant, productivity high when leader present and low when not

Question 23

Transactional leadership

Answer 23

Transactional leadership is a traditional form of leadership. It’s contributing time, effort and other resources
Seeking collaborative goals in exchange for desired outcomes

Question 24

Transformational leadership

Answer 24

Transformational leadership is inspirational, Elevating motivation, confidence and satisfaction
Uniting and changing members

Idealised influence > purpose driven, role model, walk the talk
Inspirational motivation > inspiring, inspire followers
Individualised consideration > people driven, genuine concern for needs of followers
Intellectual stimulation > innovating, challenges followed to be innovative and creative

Question 25

Gender in leadership

Answer 25

Women: democratic or participative sthls
Men: autocratic or directive style

Researchers saay that aspects women exceed men in leadership qualities are positive and ones that males exceed women it’s negative

Question 26

Goal orientations: communion vs agency

Answer 26

Other focused traits:

Social desirability
Morality
Consideration
Expressiveness
Nurturance

Self focused traits:
Intellectuall desirability 
Competence 
Instrumentality 
Egoistic bias
Dominance

Question 27

Are highly communion oriënterend individuals forego leadership positions in a low communion work context

Answer 27

Low communion: team members didn’t always seem to enjoy working and connecting with each othe. Felt independent and not particularly
Friendly

High communion: the team members enjoyed working and connecting with each other, pretty interdependent and friendly

Overal likelihood of accepting position was higher in high communion environment then low ones

Question 28

Intragroup conflict

Answer 28

Intragroup conflict is a disagreement or confrontation between members of the same group

Question 29

Why does conflict escalate?

Answer 29

Conflict escalates because of;
Commitment / entrapment
Misperception of motives
Influence techniques 
Reciprocity
Coalitions 
Emotions

Question 30

When in disagreement, more convicted own viewpoint

Answer 30

When In disagreement your more convinced to believe your own viewpoint because there is
Support for supportive evidence
Downplay discomforting evidence
Stick To point to not lose face

Question 31

When In disagreement, more likely

To have biased perceptions because

Answer 31

When in disagreement you’re more likely to have a board perception because of fundamental attribution error
Misperieved motivations > distrust = competitive motive or competitive member = others can’t be cooperative

Question 32

When in disagreement more likely to use harsher tactics because

Answer 32

When in disagreement you’re more likely to use harsher tactics to overwhelm others > reactance

Question 33

Mikolic 2 statements

Answer 33

Request statements like may I use the glue

Threat about: give me the glue or else

Question 34

When in disagreement more likely to reciprocate negatively because

Answer 34

When in disagreement you’re more likely to reciprocate negatively because of
Misperception > reciprocation
Rough reciprocation > overmatching

Question 35

When in disagreement more likely to form coalitions

Answer 35

When in disagreement you’re more likely to form coalitions because

Turn to others = more power
Exclusion of others > hostility

Question 36

When in disagreement emotions get upper hand

Answer 36

When in disagreement emotions get upper hand because of
Frustration
Emotions are contagious

The consequences of this are:
Not open for calm, rational discussion
Not open for concessions
No cooperation