The power of social influence: A replication and extension of the Asch experiment

Franzen A, Mader S (2023)

PLoS ONE 18(11): e0294325.

https://doi.org/10.1371/journal.pone.0294325

Abstract

In this paper, we pursue four goals: First, we replicate the original Asch experiment with five confederates and one naïve subject in each group (N = 210). Second, in a randomized trial we incentivize the decisions in the line experiment and demonstrate that monetary incentives lower the error rate, but that social influence is still at work. Third, we confront subjects with different political statements and show that the power of social influence can be generalized to matters of political opinion. Finally, we investigate whether intelligence, self-esteem, the need for social approval, and the Big Five are related to the susceptibility to provide conforming answers. We find an error rate of 33% for the standard length-of-line experiment which replicates the original findings by Asch (1951, 1955, 1956). Furthermore, in the incentivized condition the error rate decreases to 25%. For political opinions we find a conformity rate of 38%. However, besides openness, none of the investigated personality traits are convincingly related to the susceptibility of group pressure.

My summary:

This research aimed to replicate and extend the classic Asch conformity experiment, investigating the extent to which individuals conform to group pressure in a line-judging task. The study involved 210 participants divided into groups, with one naive participant and five confederates who provided deliberately incorrect answers. Replicating the original findings, the researchers observed an average error rate of 33%, demonstrating the enduring power of social influence in shaping individual judgments.

Furthering the investigation, the study explored the impact of monetary incentives on conformity. The researchers found that offering rewards for independent judgments reduced the error rate, suggesting that individuals are more likely to resist social pressure when motivated by personal gain. However, the study still observed a significant level of conformity even with incentives, indicating that social influence remains a powerful force even when competing with personal interests.

Recruiting Dark Personalities for Earnings Management

Harris, L., and others

Available at SSRN

http://dx.doi.org/10.2139/ssrn.3775120

Abstract

Prior research indicates that managers’ dark personality traits increase their tendency to engage in disruptive and unethical organizational behaviors including accounting earnings management. Other research suggests that the prevalence of dark personalities in management may represent an accidental byproduct of selecting managers with accompanying desirable attributes that fit the stereotype of a “strong leader.” Our paper posits that organizations may hire some managers who have dark personality traits because their willingness to push ethical boundaries aligns with organizational objectives, particularly in the accounting context where ethical considerations are especially important. Using several validation studies and experiments, we find that experienced executives and recruiting professionals favor hiring a candidate with dark personality traits into an accounting management position over an otherwise better-qualified candidate when the hiring organization faces pressure to manage earnings. Our results help to illuminate why individuals with dark personality traits may effectively compete for high-level accounting positions.

 Conclusion

This paper provides provocative evidence about the types of individuals who are hired into positions of power and authority in the accounting function of organizations. The results of our studies support our research hypothesis that, in the presence of earnings management pressure, job candidates who possess more dark personality traits (i.e., Candidate A) are more likely to be hired than candidates who possess fewer dark personality traits (i.e., Candidate B).  We also find that executive recruitment professionals are more likely to screen out candidates without dark personalities before they are considered by prospective employers. Our results arise despite the fact that (1) Candidate A is considered to be a significantly worse manager than Candidate B, (2) Candidate A is perceived to be more likely to engage in fraud than Candidate B, (3) Candidate A is perceived to be less likely to maintain high ethical standards in the face of

adversity than Candidate B, and (4) Candidate A is viewed by many as generally less likeable than Candidate B. We therefore conclude that the perceived willingness to push ethical boundaries, as signaled by dark personality traits, represents an important dimension of candidate fit and hiring potential when organizations face pressure to manage earnings. 

Challenges to capture the big five personality traits in non-WEIRD populations

Rachid Laajaj, Karen Macours, and others
Science Advances  10 Jul 2019:
Vol. 5, no. 7
DOI: 10.1126/sciadv.aaw5226

Abstract

Can personality traits be measured and interpreted reliably across the world? While the use of Big Five personality measures is increasingly common across social sciences, their validity outside of western, educated, industrialized, rich, and democratic (WEIRD) populations is unclear. Adopting a comprehensive psychometric approach to analyze 29 face-to-face surveys from 94,751 respondents in 23 low- and middle-income countries, we show that commonly used personality questions generally fail to measure the intended personality traits and show low validity. These findings contrast with the much higher validity of these measures attained in internet surveys of 198,356 self-selected respondents from the same countries. We discuss how systematic response patterns, enumerator interactions, and low education levels can collectively distort personality measures when assessed in large-scale surveys. Our results highlight the risk of misinterpreting Big Five survey data and provide a warning against naïve interpretations of personality traits without evidence of their validity.

The research is here.

Power Causes Brain Damage

Jerry Useem
The Atlantic
Originally published July 2017

Here is an excerpt:

This is a depressing finding. Knowledge is supposed to be power. But what good is knowing that power deprives you of knowledge?

The sunniest possible spin, it seems, is that these changes are only sometimes harmful. Power, the research says, primes our brain to screen out peripheral information. In most situations, this provides a helpful efficiency boost. In social ones, it has the unfortunate side effect of making us more obtuse. Even that is not necessarily bad for the prospects of the powerful, or the groups they lead. As Susan Fiske, a Princeton psychology professor, has persuasively argued, power lessens the need for a nuanced read of people, since it gives us command of resources we once had to cajole from others. But of course, in a modern organization, the maintenance of that command relies on some level of organizational support. And the sheer number of examples of executive hubris that bristle from the headlines suggests that many leaders cross the line into counterproductive folly.

Less able to make out people’s individuating traits, they rely more heavily on stereotype. And the less they’re able to see, other research suggests, the more they rely on a personal “vision” for navigation. John Stumpf saw a Wells Fargo where every customer had eight separate accounts. (As he’d often noted to employees, eight rhymes with great.) “Cross-selling,” he told Congress, “is shorthand for deepening relationships.”

The article is here.