n. The Acquisition of Status

The Acquisition of Status

Those who rise to the top of an organisation are not necessarily those whose skills are associated with its intended function. Rather, they can be those whose skill is the acquisition of status. People who achieve high social status often show some or all of the following characteristics.

Ambition. As well as carrying out a community function, organisations also satisfy the needs of their members. For example, normal employment provides a salary, social interaction, etc. In a voluntary organisation, it provides for more social and psychological needs. To be ambitious one must have a pressing need to satisfy. The more pressing the need, the more vigorously we will pursue its satisfaction, and thus, the more likely we are to succeed.

Negotiating skills. To acquire status, one must trade support for it. Some are more skilled in this than others. We may, for example, have learned these skills during our upbringing or from a role model. Imbalances in trading skills will eventually lead to a situation in which those with greater skills have greater status than others.

Skill in Selecting an Existing Hierarchy to Climb. A point worth noting is that it is far easier to climb an existing hierarchy than to create a new one with oneself at the pinnacle. The latter requires genuine leadership skills and much effort. This is not a universal rule, of course. There are, for example, politicians, press magnates, businessmen, and celebrities who have achieved high status with the help of a silver spoon from their parents.

Displays of Status. Clearly, those who aspire to higher social status must be seen to have something to trade with potential supporters. They must, therefore, overtly display the attributes of leadership and/or power. Irrespective of the role that they fill, the more successful they are in this, the more support they will receive. Conversely, those of lower status must display a willingness and ability to provide support.

Status is displayed through symbols, e.g., material goods such as clothing, cars, houses, etc. They are also displayed through communication, e.g., “name dropping”. A common strategy for acquiring social status, leadership and power is therefore the false display of such symbols and communications. People will create an impression of status by creating an impression of power or influence. Potential supporters will respond accordingly, and thus, status comes to those who appear to have it.

Within a very large hierarchy such as a nation, the various strata may be so large that they form their own distinct culture, for example the social classes in the UK. Displaying the values, norms, symbols, and beliefs of a higher status culture are often necessary to enhance one’s social status. Again, this can be learnt through upbringing or the emulation of a role model. However, it is more difficult to do so if one has been raised in a lower stratum of society. This reinforces the strata in a hierarchy, making movement between them more difficult.

Displays of Competence. Leadership skills will attract followers, thus enhancing social status. However, such skills also need to be overtly displayed.

Displays of Altruism. People who aspire to climb a hierarchy can be altruistic only to the extent necessary for others to support them. A common strategy among those who would lead is to give the impression that it is the needs of the group which are valued most highly whilst, in reality, it may be personal needs. However, the individual will take care that this is not recognised by the group until his or her status is established, or convincingly faked.

Emulation of Role Models. To attract followers, members of the higher strata will display the trappings of their status to those in the lower ones. In many cases they will become a role model to those in the lower strata. Note that people learn both leadership skills and the use of power from role models. There are formal leadership courses but none for managing power.

Cultural Adaptation. If a higher status individual is seen to be behaving in a way contrary to the conscience or self-concept of a lower status one, then the latter may conclude that there is something wrong with their conscience or self-concept and modify it. Even if the behaviour of the higher status individual is believed to be wrong, the lower status one may value membership of the group to such an extent that, rather than risk rejection, they will adopt a strategy for dealing with internal conflicts, such as rationalisation, repression, or denial. Often a rationale will be provided by the organisation, which the lower status individual accepts and adopts.

Expansionism.  The larger a group, the greater the power of those in the highest stratum. Thus, there is a natural tendency for the latter to seek to expand their organisation or part of it. This applies whether the group is a department, business organisation, religion, or nation. Such expansion is not necessarily in the interest of the group as a whole, however, and may be solely in the interest of the highest stratum.

Chance, luck, or fortune. Finally, Imbalances in chance, luck, or fortune will inevitably lead to some individuals achieving greater social status than others.