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Sacrificing status for social harmony: Concealing relatively high status identities from one’s peers

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  • Arnett, Rachel D.
  • Sidanius, Jim

Abstract

Given strong human desires to be respected and understood, we demonstrate a surprising tendency: individuals consistently conceal relatively high status identities (sacrificing status and authenticity) to preserve social harmony. We experimentally demonstrated that, contrary to third-party observers’ expectations (Study 1), individuals were more likely to conceal relatively high status identities, compared to similar status identities, from their peers (Studies 1–5). Concealment was an effort to mitigate interpersonal threats (to the self, others, and belonging; Study 3) and continued even when individuals could not be held responsible for disclosure (Study 4). We found modest evidence that relative status still impacted concealment in settings encouraging status hierarchy (Study 5). Thus, individuals have a persistent discomfort with elevating their status above others. We conclude by considering the promising implications of identifying conditions that encourage high status individuals to prioritize social harmony, as well as caveats regarding how identity concealment may inadvertently reinforce inequality.

Suggested Citation

  • Arnett, Rachel D. & Sidanius, Jim, 2018. "Sacrificing status for social harmony: Concealing relatively high status identities from one’s peers," Organizational Behavior and Human Decision Processes, Elsevier, vol. 147(C), pages 108-126.
    • Handle: RePEc:eee:jobhdp:v:147:y:2018:i:c:p:108-126
    DOI: 10.1016/j.obhdp.2018.05.009
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    References listed on IDEAS

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    Cited by:

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    2. Desmichel, Perrine & Ordabayeva, Nailya & Kocher, Bruno, 2020. "What if diamonds did not last forever? Signaling status achievement through ephemeral versus iconic luxury goods," Organizational Behavior and Human Decision Processes, Elsevier, vol. 158(C), pages 49-65.
    3. Sun, Katherine Qianwen & Slepian, Michael L., 2020. "The conversations we seek to avoid," Organizational Behavior and Human Decision Processes, Elsevier, vol. 160(C), pages 87-105.

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