Repository logo
Log in(current)
Repository logoMIT Open ScholarshipDSpace@MIT
  1. Home
  2. MIT Open Access Articles
  3. MIT Open Access Articles
  4. The Denigration of Heroes? How the Status Attainment Process Shapes Attributions of Considerateness and Authenticity

The Denigration of Heroes? How the Status Attainment Process Shapes Attributions of Considerateness and Authenticity

Thumbnail Image
Download
Name

The denigration of heroes.pdf

Size

981.41 KB

Format

Adobe PDF

Checksum (MD5)

afc3cfa4ecd271605f09c9f5d701251c

Author(s)
Hahl, Oliver
•
Zuckerman Sivan, Ezra W
Date Issued
September 2014
Journal
American Journal of Sociology
Publisher
University of Chicago Press
Citation
Hahl, Oliver and Zuckerman, Ezra W. “The Denigration of Heroes? How the Status Attainment Process Shapes Attributions of Considerateness and Authenticity.” American Journal of Sociology 120, no. 2 (September 2014): 504–554 © 2015 University of Chicago
Version
Final published version
Abstract
This article develops and tests a theory to explain the common tendency to “denigrate heroes,” whereby high-status actors are suspected of being inconsiderate and inauthentic relative to low-status counterparts. This tendency is argued to reflect two conditions typical of status attainment processes: (a) assertions of superiority over others and (b) the presence of incentives to pursue status. The latter is key since awareness of such incentives breeds suspicions of inauthenticity, which in turn undermine perceptions of prosocial intentions. This theory is validated in a series of online experiments, in which categorical status hierarchies emerge either via deference on a coordinated task or via competitive interactions. Results show that high-status actors may also be “celebrated” as authentic and considerate when the observable incentive structure is such that assertions of superiority appear as unintended by-products of prosocial action. Implications are drawn regarding the sources of instability and insecurity in status hierarchies.
MIT Department
Sloan School of Management
Terms of Use
Article is made available in accordance with the publisher's policy and may be subject to US copyright law. Please refer to the publisher's site for terms of use.
Persistent DSpace Link
http://hdl.handle.net/1721.1/109420
DOI of Published Version
https://doi.org/10.1086/678304
Repository logo
PrivacyPermissionsAccessibilityContact us
Repository logo
Notify us about copyright concerns.