Editing Popularity (section)

== Effects of popularity in the workplace ==

=== Importance ===
More tasks in the workplace are being done in teams, leading to a greater need of people to seek and feel social approval.<ref name="Scott" /> In academic settings, a high social standing among peers is associated with positive academic outcomes.<ref name="Eder">Eder, D. (1985). The cycle of popularity: Interpersonal relations among female adolescents. Sociology Of Education, 58(3), 154–165.</ref><ref>{{Cite journal|last=J.C, W|first=Masters, Furman|date=1981|title=Popularity, individual friendship selection, and specific peer interaction among children.|journal=Developmental Psychology|volume=17|issue=3|pages=344–350|doi=10.1037/0012-1649.17.3.344}}</ref> Popularity also leads to students in academic environments to receive more help, have more positive relationships and stereotypes, and be more approached by peers.<ref name="Scott" /> While this is the research found in schools, it is likely to be generalized to a workplace.

=== Benefits ===
Popularity is positively linked to job satisfaction, individual job performance, and group performance.<ref name="Scott" /> The popular worker, besides just feeling more satisfied with his job, feels more secure, believes he has better working conditions, trusts his supervisor, and possesses more positive opportunities for communication with both management and co-workers, causing a greater feeling of responsibility and belongingness at work.<ref name="SVan">SVan Zelst, R. H. (1951). Worker popularity and job satisfaction. ''Personnel Psychology'', 4, 405–412.</ref> Others prefer to work with popular individuals, most notably in manual labor jobs because, although they might not be the most knowledgeable for the job, they are approachable, willing to help, cooperative in group work, and are more likely to treat their coworkers as an equal. If an employee feels good-natured, genial, but not overly independent, more people will say that they most prefer to work with that employee.<ref name="Porter">Porter, L. W., & Ghiselli, E. E. (1960). A self-description scale measuring sociometric popularity among manual workers. ''Personnel Psychology'', 13, 141–146.</ref>

=== Contributing factors ===
According to the [[mere-exposure effect]], employees in more central positions that must relate to many others throughout the day, such as a manager, are more likely to be considered popular.<ref name="Scott" />
There are many characteristics that contribute to popularity:<ref name="Hawkins">Hawkins, K. (2012). Why Popularity At Work Matters And How To Achieve It. Officepro, 72(2), 22–25.</ref>
* Expressing and acting in genuine ways – others will turn away if they can detect that someone is being fake to them
* Focusing on positive energy – others will feel too drained to be around someone if their interactions are not started on a positive note or they don't have empathy to share in someone else's positive news
* Treating others with respect – others do not like to be around someone if they aren't treated equally and acknowledged for their hard work
* Create connections – others are more likely to approach individuals they have strong relationships with; these can be built by talking about more personal issues, attending work gatherings, and communicating outside the office walls
* Patience – turning away too quickly ignores that relationships take time to grow, especially in the busy and stressful environments that work often induces
* Incorporating others – others feel a sense of trust and belongingness when they are asked for help on a project<ref name="Porter" />
* Hands-on or servant leader – is a person that will do the work before anyone else, be the first to do the less desirable jobs, and have a positive attitude about it.

=== Leadership popularity ===
With a greater focus on groups in the workplace, it is essential that leaders effectively deal with and mediate groups to avoid clashing. Sometimes a leader does not need to be popular to be effective, but there are a few characteristics that can help a leader be more accepted and better liked by his group. Without group or team cohesiveness, there is no correlation between leadership and popularity; however, when a group is cohesive, the higher up someone is in the leadership hierarchy, the more popular they are for two reasons.<ref name="Theodorson">Theodorson, G. A. (1957). The relationship between leadership and popularity roles in small groups. ''American Sociological Review'', 22, 58–67.</ref> First, a cohesive group feels more personal responsibility for their work, thus placing more value on better performance. Cohesive members see leaders as taking a bulk of the work and investing a lot of personal time, so when they see a job's value they can ascribe its success to the leader. This greatest contribution principle is perceived as a great asset to the team, and members view the leader more favorably and he gains popularity.<ref name="Theodorson" /> Secondly, cohesive groups have well established group values. Leaders can become more popular in these groups by realizing and acting on dominant group values. Supporting group morals and standards leads to high positive valuation from the group, leading to popularity.<ref name="Turk">Turk, H. (1961). Instrumental values and the popularity of instrumental leaders. ''Social Forces'', 39, 252–260.</ref>