Book contents
- Frontmatter
- Contents
- Contributors
- 1 Introduction: Social Signal Processing
- Part I Conceptual Models of Social Signals
- 2 Biological and Social Signaling Systems
- 3 Universal Dimensions of Social Signals: Warmth and Competence
- 4 The Vertical Dimension of Social Signaling
- 5 Measuring Responses to Nonverbal Social Signals: Research on Affect Receiving Ability
- 6 Computational Analysis of Vocal Expression of Affect: Trends and Challenges
- 7 Self-presentation: Signaling Personal and Social Characteristics
- 8 Interaction Coordination and Adaptation
- 9 Social Signals and Persuasion
- 10 Social Presence in CMC and VR
- Part II Machine Analysis of Social Signals
- Part III Machine Synthesis of Social Signals
- Part IV Applications of Social Signal Processing
- References
4 - The Vertical Dimension of Social Signaling
from Part I - Conceptual Models of Social Signals
Published online by Cambridge University Press: 13 July 2017
- Frontmatter
- Contents
- Contributors
- 1 Introduction: Social Signal Processing
- Part I Conceptual Models of Social Signals
- 2 Biological and Social Signaling Systems
- 3 Universal Dimensions of Social Signals: Warmth and Competence
- 4 The Vertical Dimension of Social Signaling
- 5 Measuring Responses to Nonverbal Social Signals: Research on Affect Receiving Ability
- 6 Computational Analysis of Vocal Expression of Affect: Trends and Challenges
- 7 Self-presentation: Signaling Personal and Social Characteristics
- 8 Interaction Coordination and Adaptation
- 9 Social Signals and Persuasion
- 10 Social Presence in CMC and VR
- Part II Machine Analysis of Social Signals
- Part III Machine Synthesis of Social Signals
- Part IV Applications of Social Signal Processing
- References
Summary
Interpersonal interactions and relationships can be described as unfolding along two perpendicular dimensions: verticality (power, dominance, control; Burgoon & Hoobler, 2002; Hall, Coats, & LeBeau, 2005) and horizontality (affiliativeness, warmth, friendliness; Kiesler, 1983;Wiggins, 1979). The vertical dimension refers to how much control or influence people can exert, or believe they can exert, over others, as well as the status relations created by social class, celebrity, respect, or expertise. Numerous earlier authors have discussed variations and differences within the verticality concept (e.g., Burgoon & Dunbar, 2006; Burgoon, Johnson, & Koch, 1998; Ellyson & Dovidio, 1985; Keltner, Gruenfeld, & Anderson, 2003).
Social control aspects are prevalent in many social relationships and interactions, not only in formal hierarchies such as in the military or in organizations; there is also a difference in social control between parents and their children, and husbands and wives can have different degrees of power in their relationships. Even within groups of friends or peers, a hierarchy emerges regularly.
Verticality encompasses terms such as power, status, dominance, authority, or leadership. Although different concepts connote different aspects of the vertical dimension, their common denominator is that they are all indicative of the amount of social control or influence and thus of the vertical dimension. Structural power or formal authority describes the difference in social control or influence with respect to social or occupational functions or positions (Ellyson & Dovidio, 1985) (e.g., first officer). Status refers to the standing on the verticality dimension stemming from being a member of a specific social group (e.g., being a man versus a woman) (Pratto et al., 1994). Status also means being awarded a high position on the verticality dimension by others (e.g., emergent leader) (Berger, Conner, & Fisek, 1974). The term dominance (also authority) is used to describe a personality trait of striving for or of having high social control (Ellyson & Dovidio, 1985). Dominance is also used to denote behavior that is aimed at social control (Schmid Mast, 2010). Leadership is the influence on group members to achieve a common goal (Bass, 1960). In a given social situation, different verticality aspects can either converge or diverge. A company leader has high structural power but his or her interaction or leadership style can express more or less dominance.
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- Information
- Social Signal Processing , pp. 34 - 45Publisher: Cambridge University PressPrint publication year: 2017
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