Judgeability in person perception: The confidence of leaders
(2001) Group Dynamics : theory, research, and practice — Vol. 5, n° 2, p. 102-110 (2001)
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- Abstract
- Leaders are often expected to evaluate their team workers. In the present study, the authors investigated the hypothesis that leaders express social judgments with more confidence than subordinates. Leadership is assumed to play the role of a meta-informational cue leading people to feel entitled to judge. In Study 1, supervisors in a Portuguese firm expressed their evaluations of colleagues and superiors. In Study 2, leadership was attributed on the basis of alleged competence. In Study 3, leadership was explicitly attributed on a random basis. The results of the 3 studies support the hypothesis and are discussed within the framework of social judgeability theory (J. P. Leyens, V. Y. Yzerbyt, & G. Schadron, 1992, 1994). The confidence of leaders may become a norm that is constructed by others. Practical implications are discussed. To the same extent that leadership often resides in the eyes of followers, confidence may originate in the mind of leaders.
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Caetano, A., Vala, J., & Leyens, J.-P. (2001). Judgeability in person perception: The confidence of leaders. Group Dynamics : theory, research, and practice, 5(2), 102-110. https://doi.org/10.1037/1089-2699.5.2.102 (Original work published 2001)