Professional Documents
Culture Documents
April 2009
Dacher Keltner
University of California, Berkeley
keltner@berkeley.edu
www.greatergoodscience.org
A Roadmap
• Myths of Power and Leadership
• The Power Paradox
• The Language of Social Intelligence
• 7 Principles of Socially Intelligent
Leadership
Machiavellian Legacy of
Power
• Law 3: Conceal Your Intentions
• Law 6: Court Attention at All Costs
• Law 12: Use Selective Honesty and
Generosity to Disarm Your Victims
• Law 15: Crush Your Enemy Totally;
• Law 18: Keep Others in Suspended
Terror: Cultivate an Air of
Unpredictability.
Myth 1: Power is Votes, Cash, and
Muscle
• Eminem or George W. Bush?
A B
“The fundamental concept in social science is Power, in the same
sense that Energy is the fundamental concept in physics...The laws of
social dynamics are laws which can only be stated in terms of power”
- Bertrand Russell
There are many ways you can influence others’ behavior, some
more
effective than others.
“Power is the ability to get people to do things they did not want to do
The Many Sources of Power
Source Critical Question Example
• Authoritarian Parents
• Sole Superpowers
Power is Bi-Directional:
It is Acquired and Given
• Affordance processes
– Politeness tactics
– Honorifics
• Constraint Processes
– Reputation
– Gossip
Teasing as an status affordance
process
1 0.67
Hostility of Teasing
0.5 0.37
0.21
0 Low Power Target
Low Power High Power High Power Target
-0.5
Teaser Teaser
-1
-1.5 -1.21
Reputational Discourse
• Reputation: Based on ability to
advance group’s interests
• Measure Fraternity
Sorority
• men Time 2 Time 3
women Time 2 Time 3
• _____________________________________________________________________________________________
• Big Five
•
• Extraversion .47** .48** .40** .45** .39* .36*
• Agreeableness .12 .08 .17 .24 .01 -.01
• Neuroticism -.31* -.39* -.46** -.21 .08 .14
• Conscientiousness .23 .16 .19 .03 -.20 -.31
• Openness ce -.05 -.03 .00 .11 -.12 -.24
• Note. Correlations replicated across the studies are set in bold. *p < .05; **p < .01.
Beyond college students
• Emotional Intelligence and
Leadership in Organizations
Cookies Eaten
1.2
• Having elevated 1
0.8
0.6
-impulsive behavior
-less careful
Accuracy in Judging Partner's Emotions
0.25
attention to others
0.2
0.15
High Power
Low Power
0.1
0.05
0
Women Men
Power makes people less
attentive to the concerns of others
4.6
4.2
4 Low Power
Listener
3.8
High Power
3.6
Listener
3.4
3.2
Low High
Talker's Distress
Low Power Makes People Need
More Emotionally Intelligent
Leaders
• Being lower in power leads to:
– Increased feelings
of vulnerability
– Stress, anxiety, fear,
nervousness
– Vigilance to threats
The Socially Intelligent Leader
• Social Intelligence =
Liking
Trust
Respect
Strength
Empathy
Credibility
Openness
“Push” versus “Pull”
strategies PULL
PUSH
Forcing Attracting
Commands Finding common ground
Directives Visioning
Asserting Bridging
Stating expectations Involving
Listening
Evaluating
Disclosing
Using incentives (pressures)
• Recognition phase
• Exploration phase
• Keeping time
The nonverbal language
• Emblems
• Regulators
• Illustrators
• Self Adaptors
• Emotion
Liking
Emotion and Touch
Emotion
40 Correct Label
origins of liking? 30
20
10
Next choice
- Smiles
An e
e
r
G ion
t
a
ge
v
us
ud
Fe
Lo
ss
sg
tit
pa
ra
Di
m
Co
- Laughter
- Friendly touch
- Modesty
- Rapport
Trust in fellow citizens
No
rw
10
20
30
40
50
60
70
0
ay
Ch
G ina
er
m
an
Ta y
iw
an
In
di
a
US
M A
ex
ico
So Gha
ut na
h
Ph Afri
ilip c a
pi
ne
s
Br
az
il
Trust and the Health of Nations
Building Trust the Easy Way
60
% Who Give Away Maximum
50
40
30
20
10
0
Oxytocin Control
Building Trust
• Emphatic Gestures
• Direct Gaze
• Steady posture
• Steady, variable vocal tone
• Avoid
– Face touches
– Fidgeting
– Speech hesitations
Respect
• The ability to give honor, status to others
• People in general care an enormous amount about respect
– 70% of people surveyed would forego a pay raise for a more
prestigious job title
Increase in productiv ity
50% 43%
• Providing acknowledge-
40%
ment increases productivity
30% 23%
as much as monetary
incentives 20%
10%
Monetary incentives Monetary incentives
+ acknowledgement
0%
The Importance of Respect
• Upright posture
• Formal vocal tone
• Speech patterns – lack
of hesitations, qualifiers
• Physical approach
• Facial expressions
Openness
• Laughter, humor
– Facilitates creative thought, integrative
negotiations
• Open ended questions
• Teasing as playful negotiation
• Devil’s Advocate
Examples of potential impact
of cultural attributes
Interaction norms Interests
www.GreaterGoodScience.org