To lead or to be liked: When prestige-oriented leaders prioritize popularity over performance

Leaders often are faced with making difficult decisions for their group, such as when a course of action preferred by group members conflicts with one that is likely to optimize group success. Across 5 experiments (N = 1110), we provide evidence that a psychological orientation toward prestige (but not dominance) causes leaders to adhere publicly to group members' desires at the expense of group task outcomes-to prioritize popularity over performance. Experiments 1-3 demonstrated that, in private, prestige-oriented leaders chose what they saw as best for group performance but that, in public, they chose whichever option was preferred by members of their group. In private, prestige-oriented leaders' tendency to choose the performance-enhancing option was mediated by group performance motives; in public, their adherence to group preferences was mediated by social approval motives. Experiments 4 and 5 advanced the investigation by using experimental manipulations to prime an orientation toward prestige. Findings replicated those from the earlier studies: participants primed with a prestige orientation prioritized popularity over performance. Results illuminate the conditions under which "good" leaders might make poor decisions. (PsycINFO Database Record