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ABSTRACT:
Individuals high in the personality trait dominance consistently attain high levels of influence in groups. Why they do is unclear, because most group theories assert that people cannot attain influence simply by being assertive and forceful; they need to possess superior task abilities and leadership skills. In the current research, we tested the idea that individuals high in trait dominance often attain influence because they behave in ways that make them appear competent (even when they are not). Our two studies examined task groups using a Social Relations analysis (Kenny & LaVoie, 1984). We found that individuals higher in trait dominance were rated as more competent by fellow group members, outside peer observers, and research staff members – even after controlling for their actual abilities. Frequency counts of discrete behaviors confirmed that dominance predicts the display of competence-signaling behaviors, which in turn predicts peer-ratings of competence. These findings extend our understanding of hierarchies in groups and of interpersonal perceptions of competence and abilities.

SUGGESTED CITATION:
Cameron Anderson and Gavin Kilduff, "Why do Dominant Personalities Attain Influence in Groups? A Competence-Signaling Account of Trait Dominance" (December 13, 2007). Institute for Research on Labor and Employment. Institute for Research on Labor and Employment Working Paper Series. Paper iirwps-159-07.
http://repositories.cdlib.org/iir/iirwps/iirwps-159-07