Being one of us: Translating expertise into performance benefits following perceived failure

Olivier Rascle; Maxime Charrier; Nancy Higgins; Tim Rees; Pete Coffee; David Le Foll; Genevieve Cabagno

doi:10.1016/j.psychsport.2019.01.010

Being one of us: Translating expertise into performance benefits following perceived failure

Olivier Rascle^*, Maxime Charrier, Nancy Higgins, Tim Rees, Pete Coffee, David Le Foll, Genevieve Cabagno

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

2 Citations (Scopus)

Abstract

Is feedback delivered by an expert sufficient to improve performance? In two studies, we tested, following failure, the influence of group membership (ingroup/outgroup) and source expertise (high/low) on the effectiveness of attributional feedback on performance. Results revealed a significant interactive effect, showing an increase of performance only when the source was an expert ingroup member (Study 1). This interaction was replicated on performance and success expectations in Study 2, which were significantly higher for high compared to low expertise ingroup sources. These data suggest that sharing a common identity with those you lead may help convert expert performance advice into real performance benefits.

Original language	English
Pages (from-to)	105-113
Number of pages	9
Journal	Psychology of Sport and Exercise
Volume	43
DOIs	https://doi.org/10.1016/j.psychsport.2019.01.010
Publication status	Published - Jul 2019

Keywords

Attribution
Feedback
Social identity
Source
Source expertise

ASJC Scopus subject areas

Applied Psychology

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10.1016/j.psychsport.2019.01.010

Cite this

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title = "Being one of us: Translating expertise into performance benefits following perceived failure",

abstract = "Is feedback delivered by an expert sufficient to improve performance? In two studies, we tested, following failure, the influence of group membership (ingroup/outgroup) and source expertise (high/low) on the effectiveness of attributional feedback on performance. Results revealed a significant interactive effect, showing an increase of performance only when the source was an expert ingroup member (Study 1). This interaction was replicated on performance and success expectations in Study 2, which were significantly higher for high compared to low expertise ingroup sources. These data suggest that sharing a common identity with those you lead may help convert expert performance advice into real performance benefits.",

keywords = "Attribution, Feedback, Social identity, Source, Source expertise",

author = "Olivier Rascle and Maxime Charrier and Nancy Higgins and Tim Rees and Pete Coffee and {Le Foll}, David and Genevieve Cabagno",

note = "Funding Information: This research was supported in part by a grant from the Minist{\`e}re des Affaires {\'e}trang{\`e}res et europ{\'e}ennes, Programme Hubert Curien Alliance ( 22755 TJ ) and the “Alliance: Franco-British Partnership Programme 2010” of The British Council (Project Number 10021 ), and by a Carnegie Research Grant awarded to the last author from The Carnegie Trust for the Universities of Scotland. Publisher Copyright: {\textcopyright} 2019 Elsevier Ltd",

year = "2019",

month = jul,

doi = "10.1016/j.psychsport.2019.01.010",

language = "English",

volume = "43",

pages = "105--113",

journal = "Psychology of Sport & Exercise",

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AU - Rascle, Olivier

AU - Charrier, Maxime

AU - Higgins, Nancy

AU - Rees, Tim

AU - Coffee, Pete

AU - Le Foll, David

AU - Cabagno, Genevieve

N1 - Funding Information: This research was supported in part by a grant from the Ministère des Affaires étrangères et européennes, Programme Hubert Curien Alliance ( 22755 TJ ) and the “Alliance: Franco-British Partnership Programme 2010” of The British Council (Project Number 10021 ), and by a Carnegie Research Grant awarded to the last author from The Carnegie Trust for the Universities of Scotland. Publisher Copyright: © 2019 Elsevier Ltd

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N2 - Is feedback delivered by an expert sufficient to improve performance? In two studies, we tested, following failure, the influence of group membership (ingroup/outgroup) and source expertise (high/low) on the effectiveness of attributional feedback on performance. Results revealed a significant interactive effect, showing an increase of performance only when the source was an expert ingroup member (Study 1). This interaction was replicated on performance and success expectations in Study 2, which were significantly higher for high compared to low expertise ingroup sources. These data suggest that sharing a common identity with those you lead may help convert expert performance advice into real performance benefits.

AB - Is feedback delivered by an expert sufficient to improve performance? In two studies, we tested, following failure, the influence of group membership (ingroup/outgroup) and source expertise (high/low) on the effectiveness of attributional feedback on performance. Results revealed a significant interactive effect, showing an increase of performance only when the source was an expert ingroup member (Study 1). This interaction was replicated on performance and success expectations in Study 2, which were significantly higher for high compared to low expertise ingroup sources. These data suggest that sharing a common identity with those you lead may help convert expert performance advice into real performance benefits.

KW - Attribution

KW - Feedback

KW - Social identity

KW - Source

KW - Source expertise

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JO - Psychology of Sport & Exercise

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ER -

Being one of us: Translating expertise into performance benefits following perceived failure

Abstract

Keywords

ASJC Scopus subject areas

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