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Backhanded compliments can be linked to social comparison theory and self-presentation theories. Festinger's social comparison theory (1954) says that individuals use comparison to other people to evaluate their own behaviours and opinions. [1] Linking social comparison theory to backhanded compliments results in a negative effect of the latter. Backhanded compliments represent an upward-social comparison as they in most cases display a comparison between the recipient and another standard. [2] Upward-social comparisons as opposed to downward-social comparisons result in feelings of threat and anger [3] rather than in a positive feeling. Therefore backhanded compliments are proposed to have the same effect. A study conducted by Norton e. al. proved that backhanded compliments indeed invoked a feeling of social comparison and reduced positive emotions. [4] Backhanded compliments can also be viewed in the context of self-presentation theories. Self-presentation strategies target to control others’ perception of oneself. [5] Norton et. al. suggest that people who use backhanded compliments try to obtain flattery as well as respect. [6] Backhanded compliments thus are a tool for self-presentation.
- ^ Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7, 117–140.
- ^ Norton, M., Prinsloo, E., Sezer, O., Wood Brooks, A. (2018). Backhanded compliments: how negative comparisons undermine flattery. Boston: Harvard Business School.
- ^ Cohen-Charash, Y., & Mueller, J. S. (2007). Does perceived unfairness exacerbate or mitigate interpersonal counterproductive work behaviors related to envy? Journal of Applied Psychology, 92, 666–680.
- ^ Norton, M., Prinsloo, E., Sezer, O., Wood Brooks, A. (2018). Backhanded compliments: how negative comparisons undermine flattery. Boston: Harvard Business School.
- ^ Hogg, M. & Vaughan, G. (2018). Social Psychology. Harlow: Pearson.
- ^ Norton, M., Prinsloo, E., Sezer, O., Wood Brooks, A. (2018). Backhanded compliments: how negative comparisons undermine flattery. Boston: Harvard Business School.