The selection of leaders and social dominance orientation

Abstract

Purpose

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.

Design/methodology/approach

The methodology included undergraduate business students who were investigated in a laboratory setting.

Findings

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.

Originality/value

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.

Citation

Simmons, A.L. and Umphress, E.E. (2015), "The selection of leaders and social dominance orientation", Journal of Management Development, Vol. 34 No. 10, pp. 1211-1226. https://doi.org/10.1108/JMD-11-2014-0149