Author: Simmons Aneika L. Umphress Elizabeth E.
Publisher: Emerald Group Publishing Ltd
E-ISSN: 1758-7492|34|10|1211-1226
ISSN: 0262-1711
Source: The Journal of Management Development, Vol.34, Iss.10, 2015-10, pp. : 1211-1226
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Abstract
<title content-type="abstract-heading">Purpose</title>– Individuals who are high in social dominance orientation (SDO) tend to endorse the belief that members of traditionally considered high-status groups should dominate members of traditionally considered low-status groups within society. The purpose of this paper is to investigate how SDO influences the selection of an individual who is a member of a traditionally considered low-status group for a leadership position as opposed to a non-leadership position.<title content-type="abstract-heading">Design/methodology/approach</title>– The methodology included undergraduate business students who were investigated in a laboratory setting.<title content-type="abstract-heading">Findings</title>– Results indicate that individuals who are high in SDO are more likely to discriminate against the most qualified candidate who is a traditionally considered low-status group member when compared to those low in SDO, and job position moderated this outcome. This effect was stronger when selecting the traditionally considered low-status group member candidate for a leadership role as opposed to a non-leadership position.<title content-type="abstract-heading">Originality/value</title>– To the knowledge of the authors, this is the first investigation to examine both leadership and selection using social dominance theory as a theoretical framework. Further, this is the first empirical analysis to determine that the influence of SDO is stronger when an individual high in SDO is selecting a traditionally considered low-status group member for a leadership position as opposed to a non-leadership position.
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