People who exude confidence often seem to be natural leaders. Perhaps it is the erect posture, or the confident tone of voice, or the way the person looks at you and others directly. Some people look and act confidently. Such people often move into positions of leadership.
Connson Locke (London School of Economics and Political Science) and Cameron Anderson (University of California, Berkley) wondered how people who appear to be highly confident affect the behavior of others, specifically in decision-making. Does a person who appears to be highly confident “cause others to participate less, or to suppress their own ideas and opinions’ (p. 42). Studies have suggested that people who appear to be highly confident are more likely to be seen as competent -- people who know their stuff --regardless of whether this is true.
In a series of three different experimental studies Locke and Anderson examined this topic. What did they find?
1. We often do see people as leaders, or potential leaders, who carry themselves well, speak with confidence, and look at us while talking. We tend to select and promote these people into positions of power and leadership. Not all perhaps, but many. We may have a stereotype of the leader. What are the implications for those who do not fit the stereotype?
2. For leaders recognize you may be perceived as more competent or smarter than you are. You may intimidate others simply by being yourself and suppress participative decision-making. The solution: Genuinely seek others’ opinions and ideas, admitting you do not have all the answers.
Locke, C. C., & Anderson, C. (2015). The downside of looking like a leader: Power, nonverbal confidence, and participative decision-making. Journal of Experimental Social Psychology, 58, 42-47.
Image by mwitt337 obtained from https://pixabay.com/photos/meeting-business-architect-office-2284501/
This blog is modified from my blog of February 14, 2015. © John Ballard, PhD, 2021. All rights reserved.
__________________________
Decoding the Workplace “Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, audiobook, and audio CD. The best-selling audiobook and CD are narrated by Timothy Andrés Pabon.
Connson Locke (London School of Economics and Political Science) and Cameron Anderson (University of California, Berkley) wondered how people who appear to be highly confident affect the behavior of others, specifically in decision-making. Does a person who appears to be highly confident “cause others to participate less, or to suppress their own ideas and opinions’ (p. 42). Studies have suggested that people who appear to be highly confident are more likely to be seen as competent -- people who know their stuff --regardless of whether this is true.
In a series of three different experimental studies Locke and Anderson examined this topic. What did they find?
- On decision-making tasks, participants viewed the highly confident person as more competent and participated less.
- Even when the highly confident person had incorrect opinions, participants deferred.
- When highly confident people sought others’ ideas, the participants were more likely to participate, off-setting the effect of perceived competence.
1. We often do see people as leaders, or potential leaders, who carry themselves well, speak with confidence, and look at us while talking. We tend to select and promote these people into positions of power and leadership. Not all perhaps, but many. We may have a stereotype of the leader. What are the implications for those who do not fit the stereotype?
2. For leaders recognize you may be perceived as more competent or smarter than you are. You may intimidate others simply by being yourself and suppress participative decision-making. The solution: Genuinely seek others’ opinions and ideas, admitting you do not have all the answers.
Locke, C. C., & Anderson, C. (2015). The downside of looking like a leader: Power, nonverbal confidence, and participative decision-making. Journal of Experimental Social Psychology, 58, 42-47.
Image by mwitt337 obtained from https://pixabay.com/photos/meeting-business-architect-office-2284501/
This blog is modified from my blog of February 14, 2015. © John Ballard, PhD, 2021. All rights reserved.
__________________________
Decoding the Workplace “Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, audiobook, and audio CD. The best-selling audiobook and CD are narrated by Timothy Andrés Pabon.
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