Effects of Trait Dominance on Social Rank Achievement in the Workplace

Abstract

Purpose – The purpose of this paper is to identify, explore, and provide the underlying mechanisms for an individual’s trait dominance leading to a high social standing within a group. Design/Methodology/Approach – Based on status characteristics theory, implicit theories, and social exchange theory, this study posits that informal leadership is the main mediator in the relationship between trait dominance and social rank enhancement. This study also argues that the relationship between trait dominance and perceived informal leadership diminishes when trait dominance is not accompanied by a corresponding level of competence. It also argues that the positive association between trait dominance and perceived informal leadership is amplified when the group feels a sense of urgency. Using a survey-based study with 270 employee–peer pairs, this study tested hypotheses using a series of hierarchical regressions. Findings – This paper studies and empirically finds the indirect mediating effect of informal leadership connecting trait dominance to social rank. Moreover, the moderating effect of sense of urgency is found as statistically significant. That is, when group members perceive that the group encounters uncertain or even risky situations, they appreciate the value of trait dominance possessed by informal leaders. Research Implications – In the management of this paper, this study sheds light on the inconsistent effects of dominance on social rank by providing an alternative pathway. The current theoretical and empirical research framework emphasizes that individuals with trait dominance are perceived to be leadership material regardless of their official title as they possess and convey various leadership-signaling cues.