Performing under Pressure; on the Biology, Psychology and Sociology of stress in high-performance professions VIII – TEAM-PERFORMANCE UNDER STRESS Completion between individuals vs completion between groups Competition between individuals uInternal struggle between individuals within the group u uStruggle over excess to mates, recourses and position in the social hierarchy u uIn its core, egocentricity u uTestosterone (its not aggression!!) u Testosterone & interpersonal competition uNon-linearity u uTestosterone & competition, rather than aggression u uLow levels associated with lower position on the social hierarchy u uPosturing Crespi, B. J. (2016). Oxytocin, testosterone, and human social cognition. Biological Reviews, 91(2), 390–408. https://doi.org/10.1111/brv.12175 Boksem, M. A. S., Mehta, P. H., Van den Bergh, B., van Son, V., Trautmann, S. T., Roelofs, K., … Sanfey, A. G. (2013). Testosterone Inhibits Trust but Promotes Reciprocity. Psychological Science, 24(11), 2306–2314. https://doi.org/10.1177/0956797613495063 Edwards, D. A. (2006). Competition and testosterone. Hormones and Behavior, 50(5), 681–683. https://doi.org/10.1016/j.yhbeh.2006.09.005 Sapolsky, R., & Balt, S. (1996). Reductionism and variability in data: a meta-analysis. Perspectives in Biology and Medicine, 39(2). Intra-group conflict as a backdrop for inter-group competition uInter-group competition can, and often does, involve efforts to outdo one another in the extend to which victories are gained against otherwise anonymous members of targeted outgroups. u u Intra-group competition uIn-group coordination uTeamwork uCooperation uLeadership uGroup-identity Costly signalling and the free rider problem uHumans are extremely vulnerable alone but united, we dominate almost any environment we enter. uTeamwork serves the group uBut abstaining from cooperation, while reaping the benefits of the team effort serves the individual most uGroups need to control for free riding uCostly signalling uHard to fake u Sosis, R., & Bressler, E. R. (2003). Signaling Theory of Religion. CrossCultural Research, 37(2), 211–239. https://doi.org/10.1177/1069397103251426 Dunbar, R., Barrett, L., & Lycett, J. (2007). Evolutionary Psychology. Sun, S., Johanis, M., & Rychtář, J. (2020). Costly signalling theory and dishonest signalling. Theoretical Ecology, 13(1), 85–92. https://doi.org/10.1007/s12080-019-0429-0 Lying and deceit as an attempt to fake cooperation and health uStigmatisation uHealth cues: Infection, parasites, etc. uSocial cues: willingness to invest in the collective u uWe are NOT naturally truthful!!!! uAd hoc cost / benefit analysis u u u Levine, T. R. (2014). Truth-Default Theory (TDT): A Theory of Human Deception and Deception Detection. Journal of Language and Social Psychology, 33(4), 378–392. https://doi.org/10.1177/0261927X14535916 Verschuere, B., & Shalvi, S. (2014). The Truth Comes Naturally! Does It? Journal of Language and Social Psychology, 33(4), 417–423. https://doi.org/10.1177/0261927X14535394 McCornack, S. A., Morrison, K., Paik, J. E., Wisner, A. M., & Zhu, X. (2014). Information Manipulation Theory 2: A Propositional Theory of Deceptive Discourse Production. Journal of Language and Social Psychology, 33(4), 348–377. https://doi.org/10.1177/0261927X14534656 Leadership, the great undefinable ! uA minimum of 66 different theories on leadership in the expert literature uMassive methodological issues in the field u uThe main problem uPhilosophical reflection upon phenomenological observations of behaviour in search of universal tendencies uEthics? uTransformation? uService? u Alvesson, M., & Kärreman, D. (2016). Intellectual Failure and Ideological Success in Organization Studies: The Case of Transformational Leadership. Journal of Management Inquiry, 25(2), 139–152. https://doi.org/10.1177/1056492615589974 Atwater, L. E., Mumford, M. D., Schriesheim, C. A., & Yammarino, F. J. (2014). Retraction of leadership articles: Causes and prevention. Leadership Quarterly, 25(6), 1174–1180. https://doi.org/10.1016/j.leaqua.2014.10.006 Leadership: an evolved behavioural solution to a specific problem uCoordinated action uLeadership can only exist, where there is a problem to be solved, i.e. a stressor. uLeadership effectively modulates stress reactions u uThe range of human crises, which require communal action, is so large, that it is not feasible that one behavioural action can produce effective leadership in all cases. uObservable behavioural and physiological changes in followers uContext related behavioural and physiological changes in leaders Leadership as an evolutionary tool uA means for coordinating action amongst individuals. For people this is extremely important for survival u uLeadership occurs in all human, and some non-human cultures. uFollow the first to move uFollow the dominant male uFollow context related competence u u King, A. J., Johnson, D. D. P., & Van Vugt, M. (2009). The Origins and Evolution of Leadership. Current Biology, 19(19), R911–R916. https://doi.org/10.1016/j.cub.2009.07.027 Three levels of analysis uThe leader u uThe followers u uContext Slides 12-16 are based on ongoing research at the Czech University of Defence. For any further information, contact me directly. The leader uPerceived relevant competences uPerceived ressillience (if stress is an issue) uPerceived value to followers uCare uReputation uPosition in the hyrarchy uEndorsment by higher authority uConvention uPrevious experience u The followers Heroes - Bill Millin | Leger Holidays Battlefield Tours uCan be more or less anyone, but must be willing to, temporarily, suspend their individual initiative, in favour of that of the leader. uDownregulation of critical faculties uPartially passive coping mechanisms uA perceived benefit of doing so for the follower, which cannot be achieved as easily in other ways. u Context uCulture uMeaningful symbols, behaviours and competences may be meaningless within other cultural contexts. u uImmediate context uWhat is the immediate issue that is being addressed. u uPerceived risk uWhat are risk-levels involved in the activity at hand and how do followers perceive the behaviour of the leader in response to them. u The main attributes of leadership uCompetence u uResilience u uLeadership techniques