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Leadership
COMM 151
March 19, 2013
Christopher Miners
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Agenda
Review of Group Dynamics and Teams
The Power of Leadership: The MilgramExperiments
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Announcements
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Review of Group DynamicsImportant concepts
Basking in reflected glory
Feelings about the self are influenced by groupaffiliation
In-group favouritism
Tendency to view your own group and its members
positively and other groups and their membersnegatively
Out-group homogeneity
The tendency to perceive members of
other groups as very similar to each other
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Review of Group DynamicsImportant concepts (cntd)
Conformity
Surprisingly high Reduced by the presence of an ally
Social loafing
Slacking off when working with others
Stereotype threat
Individuals perform more poorly on a task when arelevant negative stereotype is salient
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Agenda
Review of Group Dynamics and Teams
The Power of Leadership: The MilgramExperiments
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The Milgram Experiments
Psychologist Stanley Milgram
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The Milgram Experiments Procedure
Study on memory and learning
Other participant is a 47 year-old man
Random drawing gives you the role ofteacher, and the man is the learner
Milgram, S. (1974). Obedience to authority: An experimental
view. New York: Harper & Row.
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The Milgram Experiments
The teacher helps the learner rememberword pairs
Blue Box
Nice Day
The teacher is required to administer a shock
to the learner when he makes mistakesbecause the study is designed to explore theeffects of punishment on learning
Participants were free to leave anytime
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The Milgram Experiments
Shock generator: 15-450 voltsLabels range from Slight Shock to Danger:Severe Shock to XXX
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The Milgram Experiments
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The Milgram Experiments 120: Ugh! Hey, thisreally hurts.
150: Ugh!! Experimenter! Thats all. Get me out of
here. I told you I had heart trouble. My heartsstarting to bother me now. Get me out of here,please
210: Ugh!!! Experimenter! Getme out of here. Ive
had enough. Iwont
be in the experiment any more. 270: (Agonized scream) Let me out of here! (x6)
285: (Agonized scream)
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The Milgram Experiments 300: (Agonized scream) I absolutely refuse to answer
any more. Get me out of here. You cant hold me here
315: (Intensely agonized scream) I told you I refuse toanswer. Im no longer part of this experiment.
330: (Intense and prolonged agonized scream) Let meout of here (x2). My hearts bothering me (hysterically)Let me out of here (x2). You have no right to hold me
here. Let me out (x6)! After 330: (Silence, refuses to answer word-pair
questions)
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The Milgram Experiments
Let me out of here!
The experiment requires that
you continue.
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The Milgram ExperimentsExperimenters schedule of comments
Please continue or Please go on
The experiment requires that you continue
It is absolutely essential that you continue
You have no other choice, you mustgo on
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The Milgram Experiments
Predictions
Experts thought only 1-3% of participantswould keep going to the end (onlypsychopaths)
Experts thought that they themselves would
never obey
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The Milgram Experiments
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The Milgram Experiments
Results 62.5% of participants obeyed until the end
Men and women obeyed to the sameextent Similar results across cultures 100% of participants obeyed up to a 100
volt shock (i.e., Intense) Do not worry Modern Ethics Boards would
never allow this sort of study to beconducted!
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The Milgram ExperimentsI observed a mature and initially poisedbusinessman enter the laboratory smiling and
confident. Within 20 minutes, he was reducedto a twitching, stuttering wreck, who wasrapidly approaching a point of nervouscollapse and yet he continued to respond toevery word of the experimenter, and obeyed
until the end.- Stanley Milgram, 1963
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The Milgram ExperimentsWith numbing regularity good people were seen toknuckle under the demands of authority and performactions that were callous and severe. Men who are in
everyday life responsible and decent were seduced by the uncritical acceptance of the experimenter'sdefinition of the situation, into performing harsh acts. A substantial proportion of people do what they aretold to do, irrespective of the content of the act and
without limitations of conscience, so long as theyperceive that the command comes from a legitimateauthority.
- Stanley Milgram, 1965
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The Milgram Experiments 62.5% reached 450 volts in the initial study
20% reached 450 volts when the
experimenter was replaced by anotherteacher
10% reached 450 volts when two otherteachers refused to continue
2% reached 450 volts when they couldchoose the level of shock
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The Milgram Experiments
Organizational lessons
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To Influence To Avoid Being Influenced
Use titles Be wary of people who insist onusing titles
Dress the part Focus on substance above style
Drive the part A V12 engine sounds nice butevidence and logic are preferable
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The Milgram Experiments
Organizational lessons
The defenses listed on the previous slide can
be summarized by the following advice When you are confronted with an authority
figure, ask yourself two questions:
1. Is this authority truly an expert?2. How honest can I expect this expert to
be?
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March 21 Preview:Leadership (cntd)
Who becomes a leader?
What do leaders do?
Transactional leadership v. transformationalleadership
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See you on Thursday!