Zhenyu Liao, Nan Wang, Jinlong Zhu, Tingting Chen, Russell E Johnson
Social exchange- and social identity-based mechanisms have been commonly juxtaposed as two pivotal proxies of the relational approach for studying organizational justice. Despite their distinct theoretical roots, less is known about whether and how these two proximal mechanisms complement one another in accounting for justice effects on key outcomes. Tracing back to their disparate fundamental premises-"reciprocity" underpinning social exchanges and "oneness" underpinning identity construction-we attempt to disentangle the relative mediating effects of these two mechanisms. Our empirical testing hinges on one meta-analytic study with 105 independent samples (N = 29,868), coupled with one preregistered experience-sampling study with 1,941 cross-day observations over 3 weeks from 147 subordinate-supervisor pairs. Overall, we find that exchange-based mechanisms account for more of the indirect effect of justice on task performance, whereas identity-based mechanisms (particularly interdependent identity) account for more of the indirect effect of justice on counterproductive work behavior. Regarding the indirect effect on organizational citizenship behavior, identity-based mechanisms (particularly positive self-evaluations) and exchange-based mechanisms respectively present great utility between the two studies. By providing nuanced insight into the complementary yet distinct nature of these two prominent mechanisms, our research encourages a more granular theoretical approach for studying organizational justice effects. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
{"title":"Disentangling the relational approach to organizational justice: Meta-analytic and field tests of distinct roles of social exchange and social identity.","authors":"Zhenyu Liao, Nan Wang, Jinlong Zhu, Tingting Chen, Russell E Johnson","doi":"10.1037/apl0001193","DOIUrl":"https://doi.org/10.1037/apl0001193","url":null,"abstract":"<p><p>Social exchange- and social identity-based mechanisms have been commonly juxtaposed as two pivotal proxies of the relational approach for studying organizational justice. Despite their distinct theoretical roots, less is known about whether and how these two proximal mechanisms complement one another in accounting for justice effects on key outcomes. Tracing back to their disparate fundamental premises-\"reciprocity\" underpinning social exchanges and \"oneness\" underpinning identity construction-we attempt to disentangle the relative mediating effects of these two mechanisms. Our empirical testing hinges on one meta-analytic study with 105 independent samples (<i>N</i> = 29,868), coupled with one preregistered experience-sampling study with 1,941 cross-day observations over 3 weeks from 147 subordinate-supervisor pairs. Overall, we find that exchange-based mechanisms account for more of the indirect effect of justice on task performance, whereas identity-based mechanisms (particularly interdependent identity) account for more of the indirect effect of justice on counterproductive work behavior. Regarding the indirect effect on organizational citizenship behavior, identity-based mechanisms (particularly positive self-evaluations) and exchange-based mechanisms respectively present great utility between the two studies. By providing nuanced insight into the complementary yet distinct nature of these two prominent mechanisms, our research encourages a more granular theoretical approach for studying organizational justice effects. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141590416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Supplemental Material for Rudeness and Team Performance: Adverse Effects via Member Social Value Orientation and Coordinative Team Processes","authors":"","doi":"10.1037/apl0001213.supp","DOIUrl":"https://doi.org/10.1037/apl0001213.supp","url":null,"abstract":"","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141667066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Supplemental Material for Disentangling the Relational Approach to Organizational Justice: Meta-Analytic and Field Tests of Distinct Roles of Social Exchange and Social Identity","authors":"","doi":"10.1037/apl0001193.supp","DOIUrl":"https://doi.org/10.1037/apl0001193.supp","url":null,"abstract":"","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141667346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-07-06DOI: 10.1037/apl0001108
Jack Ting-Ju Chiang, Haiyang Liu, Ryan Fehr, Zheng Wang, Qianyao Huang
Moral identity, a construct that captures how individuals view themselves relative to moral attributes, has received widespread attention in the organizational sciences. This article builds on the existing moral identity literature by examining the mechanisms and boundary conditions of leader moral identity's impact on the punishment of misconduct. Drawing on multiple literatures, we specifically argue that leader moral identity is positively related to the punishment of misconduct under the condition of higher cognitive load. Furthermore, we identify moral anger as a key mechanism. The theorized model was tested across three studies: a study of civil judges' court rulings (Study 1), a study of managers' tendencies to punish their employees' misconduct (Study 2), and an experiment that manipulated cognitive load while testing the intermediary role of moral anger (Study 3). Results offered convergent support for our model, shedding new light on the impact of moral identity on leaders in the workplace. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
道德认同是一种捕捉个人如何看待自身道德属性的建构,在组织科学领域受到广泛关注。本文在现有道德认同文献的基础上,研究了领导者道德认同对不当行为惩罚的影响机制和边界条件。在借鉴多种文献的基础上,我们具体论证了在较高认知负荷的条件下,领导者的道德认同与对不当行为的惩罚呈正相关。此外,我们还发现道德愤怒是一个关键机制。我们通过三项研究对理论模型进行了检验:民事法官的法庭裁决研究(研究 1)、管理者惩罚员工不当行为倾向的研究(研究 2),以及在检验道德愤怒的中介作用的同时操纵认知负荷的实验(研究 3)。研究结果为我们的模型提供了收敛性支持,为工作场所中道德认同对领导者的影响提供了新的启示。本研究还讨论了对理论和实践的启示。(PsycInfo Database Record (c) 2024 APA,保留所有权利)。
{"title":"Leaders and the punishment of misconduct: Examining the roles of leader moral identity and cognitive load.","authors":"Jack Ting-Ju Chiang, Haiyang Liu, Ryan Fehr, Zheng Wang, Qianyao Huang","doi":"10.1037/apl0001108","DOIUrl":"10.1037/apl0001108","url":null,"abstract":"<p><p>Moral identity, a construct that captures how individuals view themselves relative to moral attributes, has received widespread attention in the organizational sciences. This article builds on the existing moral identity literature by examining the mechanisms and boundary conditions of leader moral identity's impact on the punishment of misconduct. Drawing on multiple literatures, we specifically argue that leader moral identity is positively related to the punishment of misconduct under the condition of higher cognitive load. Furthermore, we identify moral anger as a key mechanism. The theorized model was tested across three studies: a study of civil judges' court rulings (Study 1), a study of managers' tendencies to punish their employees' misconduct (Study 2), and an experiment that manipulated cognitive load while testing the intermediary role of moral anger (Study 3). Results offered convergent support for our model, shedding new light on the impact of moral identity on leaders in the workplace. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9753060","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-10-12DOI: 10.1037/apl0001141
Yolanda Na Li, Kenneth S Law, Melody Jun Zhang, Ming Yan
This research aims to understand why both low and high subordinate performance can induce abusive supervision. Drawing on the framework of affective events theory and research on anger and envy, we posit that low performance incurs abuse due to supervisor anger, whereas high performance elicits abuse due to supervisor envy. More specifically, subordinate performance has a decreasing curvilinear relationship with supervisor anger (i.e., a negative effect that gradually dissipates) and an increasing curvilinear relationship with supervisor envy (i.e., a positive effect that gradually emerges). Through supervisor anger and envy, subordinate performance therefore presents different curvilinear indirect relationships with abusive supervision. The results from two vignette-based experiments and a multiwave, multisource field study support these hypotheses. We further find that supervisor comparison orientation augments the curvilinear emergence of supervisor envy and ensuing abuse in response to higher subordinate performance. However, regardless of their level of performance orientation, supervisors are prone to higher anger and subsequent abusive supervision in response to lower subordinate performance. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
{"title":"The mediating roles of supervisor anger and envy in linking subordinate performance to abusive supervision: A curvilinear examination.","authors":"Yolanda Na Li, Kenneth S Law, Melody Jun Zhang, Ming Yan","doi":"10.1037/apl0001141","DOIUrl":"10.1037/apl0001141","url":null,"abstract":"<p><p>This research aims to understand why both low and high subordinate performance can induce abusive supervision. Drawing on the framework of affective events theory and research on anger and envy, we posit that low performance incurs abuse due to supervisor anger, whereas high performance elicits abuse due to supervisor envy. More specifically, subordinate performance has a decreasing curvilinear relationship with supervisor anger (i.e., a negative effect that gradually dissipates) and an increasing curvilinear relationship with supervisor envy (i.e., a positive effect that gradually emerges). Through supervisor anger and envy, subordinate performance therefore presents different curvilinear indirect relationships with abusive supervision. The results from two vignette-based experiments and a multiwave, multisource field study support these hypotheses. We further find that supervisor comparison orientation augments the curvilinear emergence of supervisor envy and ensuing abuse in response to higher subordinate performance. However, regardless of their level of performance orientation, supervisors are prone to higher anger and subsequent abusive supervision in response to lower subordinate performance. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41201937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-10-12DOI: 10.1037/apl0001138
Anyi Ma, Rebecca Ponce de Leon, Ashleigh Shelby Rosette
Both research and conventional wisdom suggest that, due to their relational orientation, women are less likely than men to engage in agentic and assertive behaviors, leading them to underperform in zero-sum, distributive negotiations where one party's gain is equivalent to the other party's loss. However, past research tends to neglect the costs of reaching impasse by excluding impasses from measures of negotiation performance. Departing from this convention, we incorporate the economic costs of impasses into measures of negotiation performance to provide a more holistic examination of negotiation outcomes. In so doing, we reveal a reversal of the oft-cited male performance advantage when obtaining an impasse is especially economically costly (as is the case when negotiators have weak negotiation alternatives). Specifically, we predicted that female negotiators would make less assertive first offers than men due to their more relational orientation and that these gender differences in offer assertiveness should result in women avoiding impasse more often than men. Since avoiding impasses should improve negotiation performance when negotiators are able to obtain a deal that is more valuable than their negotiation alternative, women's tendency to avoid impasses should improve their performance when negotiators have weak (vs. strong) alternatives. These predictions were supported in eight studies (three preregistered) across various negotiation contexts, comprising data from the television show Shark Tank (Study 1), four incentive-compatible negotiation simulations (Studies 2 and 3, Supplemental Studies), and a multistudy causal experimental chain (Supplemental Studies 4a-c). (PsycInfo Database Record (c) 2024 APA, all rights reserved).
{"title":"Asking for less (but receiving more): Women avoid impasses and outperform men when negotiators have weak alternatives.","authors":"Anyi Ma, Rebecca Ponce de Leon, Ashleigh Shelby Rosette","doi":"10.1037/apl0001138","DOIUrl":"10.1037/apl0001138","url":null,"abstract":"<p><p>Both research and conventional wisdom suggest that, due to their relational orientation, women are less likely than men to engage in agentic and assertive behaviors, leading them to underperform in zero-sum, distributive negotiations where one party's gain is equivalent to the other party's loss. However, past research tends to neglect the costs of reaching impasse by excluding impasses from measures of negotiation performance. Departing from this convention, we incorporate the economic costs of impasses into measures of negotiation performance to provide a more holistic examination of negotiation outcomes. In so doing, we reveal a reversal of the oft-cited male performance advantage when obtaining an impasse is especially economically costly (as is the case when negotiators have weak negotiation alternatives). Specifically, we predicted that female negotiators would make less assertive first offers than men due to their more relational orientation and that these gender differences in offer assertiveness should result in women avoiding impasse more often than men. Since avoiding impasses should improve negotiation performance when negotiators are able to obtain a deal that is more valuable than their negotiation alternative, women's tendency to avoid impasses should improve their performance when negotiators have weak (vs. strong) alternatives. These predictions were supported in eight studies (three preregistered) across various negotiation contexts, comprising data from the television show Shark Tank (Study 1), four incentive-compatible negotiation simulations (Studies 2 and 3, Supplemental Studies), and a multistudy causal experimental chain (Supplemental Studies 4a-c). (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41201933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-10-12DOI: 10.1037/apl0001143
Hong Deng, Yanjun Guan, Xinyi Zhou, Yixuan Li, Di Cai, Nan Li, Bing Liu
Research on mentoring programs has portrayed them almost exclusively beneficial for newcomer retention. Drawing from the social cognitive model of career management and the boundaryless career perspective, we depart from this predominant view and examine the "double-edged sword" effects of career support mentoring on newcomer turnover. We propose that career support mentoring received by newcomers is likely to elicit both internal proactive socialization and external career self-management, which act as countervailing forces driving newcomer turnover in opposite directions (i.e., the retention pathway and the unintended detrimental pathway). We further propose that the organizational role of the mentor-supervisor versus nonsupervisor-is critical in determining which pathway prevails. We conducted two multiwave newcomer studies to test our hypotheses. In Study 1 (N = 495), we found that received career support mentoring was associated with lower newcomer turnover probability through the serial mediation of internal proactive socialization and perceived internal marketability but higher newcomer turnover probability through the serial mediation of external career self-management and perceived external marketability. In Study 2 (N = 193), we found that received career support mentoring was associated with lower newcomer turnover intention through the serial mediation of internal career advancement expectation and internal proactive socialization but higher newcomer turnover intention through the serial mediation of external career advancement expectation and external career self-management. In both studies, the unintended detrimental pathway was significant only when a newcomer's mentor was not a supervisor. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
{"title":"The \"double-edged sword\" effects of career support mentoring on newcomer turnover: How and when it helps or hurts.","authors":"Hong Deng, Yanjun Guan, Xinyi Zhou, Yixuan Li, Di Cai, Nan Li, Bing Liu","doi":"10.1037/apl0001143","DOIUrl":"10.1037/apl0001143","url":null,"abstract":"<p><p>Research on mentoring programs has portrayed them almost exclusively beneficial for newcomer retention. Drawing from the social cognitive model of career management and the boundaryless career perspective, we depart from this predominant view and examine the \"double-edged sword\" effects of career support mentoring on newcomer turnover. We propose that career support mentoring received by newcomers is likely to elicit both internal proactive socialization and external career self-management, which act as countervailing forces driving newcomer turnover in opposite directions (i.e., the retention pathway and the unintended detrimental pathway). We further propose that the organizational role of the mentor-supervisor versus nonsupervisor-is critical in determining which pathway prevails. We conducted two multiwave newcomer studies to test our hypotheses. In Study 1 (<i>N</i> = 495), we found that received career support mentoring was associated with lower newcomer turnover probability through the serial mediation of internal proactive socialization and perceived internal marketability but higher newcomer turnover probability through the serial mediation of external career self-management and perceived external marketability. In Study 2 (<i>N</i> = 193), we found that received career support mentoring was associated with lower newcomer turnover intention through the serial mediation of internal career advancement expectation and internal proactive socialization but higher newcomer turnover intention through the serial mediation of external career advancement expectation and external career self-management. In both studies, the unintended detrimental pathway was significant only when a newcomer's mentor was not a supervisor. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41201936","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-06-08DOI: 10.1037/apl0001105
Nicola von Allmen, Andreas Hirschi, Anne Burmeister, Kristen M Shockley
A growing body of intervention studies is concerned with improving the work-nonwork interface. Extant work-nonwork interventions are diverse in terms of content and effectiveness. We map these interventions onto work-nonwork theories that explain why the interventions should improve proximal work-nonwork outcomes (i.e., conflict, enrichment, balance). Our resulting integrative framework suggests that interventions can affect work-nonwork outcomes via distinct mechanisms, which can be delineated according to their (a) content valence (i.e., increasing resources/positive characteristics or decreasing demands/negative characteristics); (b) locality (i.e., personal or contextual factors); and (c) domain (i.e., work, the nonwork, or the boundary-spanning). We further provide a meta-analytic review of the efficacy of such interventions based on 6,680 participants within 26 pre-post control group design intervention studies. The meta-analytic results reveal an overall significant main effect across all identified interventions for improving proximal work-nonwork outcomes. When comparing different kinds of interventions aimed at increasing resources, we found beneficial effects for interventions targeting personal resources over contextual resources and interventions in the nonwork domain compared to interventions in the work or boundary-spanning domain. We conclude that work-nonwork interventions effectively improve the work-nonwork interface and discuss theoretical and practical implications of the more substantial effects and potential advantages of interventions aimed at enhancing personal resources in the nonwork domain. Finally, we provide concrete recommendations for future research and elaborate on the type of studies we would like to see in terms of interventions targeting the reduction of demands, for which we found only a limited number of studies. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
越来越多的干预研究关注改善工作与非工作之间的关系。现有的工作-非工作干预措施在内容和效果方面各不相同。我们将这些干预措施映射到工作-非工作理论中,这些理论解释了为什么干预措施应该改善近似的工作-非工作结果(即冲突、充实、平衡)。我们由此得出的综合框架表明,干预措施可以通过不同的机制影响工作-非工作结果,这些机制可以根据其(a)内容价值(即增加资源/积极特征或减少要求/消极特征);(b)地域性(即个人或环境因素);以及(c)领域(即工作、非工作或跨越边界)来划分。我们还根据 26 项前后对照组设计干预研究中的 6,680 名参与者,对此类干预的效果进行了元分析回顾。荟萃分析结果表明,所有已确定的干预措施在改善近端工作-非工作结果方面都具有显著的主效应。在比较不同类型的旨在增加资源的干预措施时,我们发现针对个人资源的干预措施比针对环境资源的干预措施更有益处,而且非工作领域的干预措施比工作或跨越边界领域的干预措施更有益处。我们的结论是,工作-非工作干预措施能有效改善工作-非工作界面,并讨论了旨在增强非工作领域个人资源的干预措施所产生的更大效果和潜在优势的理论和实践意义。最后,我们为今后的研究提出了具体建议,并详细阐述了我们希望看到的针对减少需求的干预措施的研究类型,因为我们发现这方面的研究数量有限。(PsycInfo Database Record (c) 2024 APA, all rights reserved)。
{"title":"The effectiveness of work-nonwork interventions: A theoretical synthesis and meta-analysis.","authors":"Nicola von Allmen, Andreas Hirschi, Anne Burmeister, Kristen M Shockley","doi":"10.1037/apl0001105","DOIUrl":"10.1037/apl0001105","url":null,"abstract":"<p><p>A growing body of intervention studies is concerned with improving the work-nonwork interface. Extant work-nonwork interventions are diverse in terms of content and effectiveness. We map these interventions onto work-nonwork theories that explain why the interventions should improve proximal work-nonwork outcomes (i.e., conflict, enrichment, balance). Our resulting integrative framework suggests that interventions can affect work-nonwork outcomes via distinct mechanisms, which can be delineated according to their (a) <i>content valence</i> (i.e., increasing resources/positive characteristics or decreasing demands/negative characteristics); (b) <i>locality</i> (i.e., personal or contextual factors); and (c) <i>domain</i> (i.e., work, the nonwork, or the boundary-spanning). We further provide a meta-analytic review of the efficacy of such interventions based on 6,680 participants within 26 pre-post control group design intervention studies. The meta-analytic results reveal an overall significant main effect across all identified interventions for improving proximal work-nonwork outcomes. When comparing different kinds of interventions aimed at increasing resources, we found beneficial effects for interventions targeting personal resources over contextual resources and interventions in the nonwork domain compared to interventions in the work or boundary-spanning domain. We conclude that work-nonwork interventions effectively improve the work-nonwork interface and discuss theoretical and practical implications of the more substantial effects and potential advantages of interventions aimed at enhancing personal resources in the nonwork domain. Finally, we provide concrete recommendations for future research and elaborate on the type of studies we would like to see in terms of interventions targeting the reduction of demands, for which we found only a limited number of studies. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9967375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-06-08DOI: 10.1037/apl0001106
Rebecca M Paluch, Vanessa Shum
In response to calls for greater diversity, equity, and inclusion (DEI) in the workplace, many organizations have implemented a leadership role dedicated to advancing DEI. Although prior research has found that the traditional leader is associated with being White, anecdotal evidence suggests DEI leader roles are predominantly held by non-White individuals. To examine this contradiction, we draw on social role and role congruity theories to conduct three preregistered experimental studies (N = 1,913) and explore whether the DEI leader role diverges from the traditional leader role such that observers expect a DEI leader to be non-White (i.e., Black, Hispanic, or Asian). Our findings indicate that DEI leaders are generally presumed to be non-White (Study 1) and that observers perceive traits associated with non-White, rather than White, groups correspond more strongly with traits required for the DEI leader role (Study 2). We also explore the effects of congruity and find non-White candidates receive stronger leader evaluations for a DEI leader role and that this relationship is mediated by nontraditional, role-specific traits (i.e., commitment to social justice and suffered discrimination; Study 3). We conclude by discussing the implications of our work for DEI and leadership research as well as for work drawing on role theories. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
为了响应在工作场所加强多样性、公平性和包容性(DEI)的号召,许多组织都设立了专门负责推进 DEI 的领导职位。尽管先前的研究发现,传统的领导者与白人有关,但传闻证据表明,DEI 领导者角色主要由非白人担任。为了研究这一矛盾,我们借鉴了社会角色和角色一致性理论,进行了三项预先登记的实验研究(N = 1,913),探讨了 DEI 领导者的角色是否与传统领导者的角色不同,从而使观察者预期 DEI 领导者为非白人(即黑人、西班牙裔或亚裔)。我们的研究结果表明,DEI 领导者通常被认为是非白人(研究 1),而且观察者认为与非白人而非白人群体相关的特质与 DEI 领导者角色所需的特质更为吻合(研究 2)。我们还探讨了一致性的影响,发现非白人候选人在担任 DEI 领导者角色时会获得更强的领导者评价,而且这种关系会受到非传统的、特定角色特质(即对社会正义的承诺和遭受歧视;研究 3)的影响。最后,我们将讨论我们的研究对DEI和领导力研究以及角色理论研究的影响。(PsycInfo Database Record (c) 2024 APA, 版权所有)。
{"title":"The non-White standard: Racial bias in perceptions of diversity, equity, and inclusion leaders.","authors":"Rebecca M Paluch, Vanessa Shum","doi":"10.1037/apl0001106","DOIUrl":"10.1037/apl0001106","url":null,"abstract":"<p><p>In response to calls for greater diversity, equity, and inclusion (DEI) in the workplace, many organizations have implemented a leadership role dedicated to advancing DEI. Although prior research has found that the traditional leader is associated with being White, anecdotal evidence suggests DEI leader roles are predominantly held by non-White individuals. To examine this contradiction, we draw on social role and role congruity theories to conduct three preregistered experimental studies (<i>N</i> = 1,913) and explore whether the DEI leader role diverges from the traditional leader role such that observers expect a DEI leader to be non-White (i.e., Black, Hispanic, or Asian). Our findings indicate that DEI leaders are generally presumed to be non-White (Study 1) and that observers perceive traits associated with non-White, rather than White, groups correspond more strongly with traits required for the DEI leader role (Study 2). We also explore the effects of congruity and find non-White candidates receive stronger leader evaluations for a DEI leader role and that this relationship is mediated by nontraditional, role-specific traits (i.e., commitment to social justice and suffered discrimination; Study 3). We conclude by discussing the implications of our work for DEI and leadership research as well as for work drawing on role theories. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9967373","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01Epub Date: 2023-10-12DOI: 10.1037/apl0001136
Matteo Di Stasi, Emma Templeton, Jordi Quoidbach
How much should you talk, pause, or interrupt your counterpart in negotiations? The present research zooms out on the macrostructure of negotiation conversations to examine how systematic differences in conversation dynamics-the structural and temporal patterns that arise from the presence or absence of speech between interlocutors-relate to objective and relational outcomes at the bargaining table. We examined 38,564 speech turns from 239 online negotiation recordings and derived, for each negotiator (N = 380), 16 measures pertaining to seven dimensions of conversation dynamics: speaking time, turn length, pauses, speech rate, interruptions, backchannels, and response time. Network analyses reveal that many of these measures are interconnected, with clusters of variables suggesting broad differences in negotiators' propensity to "talk vs. listen" and to mimic their counterparts. Regression and Least Absolute Shrinkage and Selection Operator (LASSO) analyses further show that several measures uniquely predict objective and relational outcomes in videoconference negotiations. At the objective level, negotiators who speak more, faster, and with fewer pauses tend to get better deals. At the relational level, negotiators who refrain from interrupting and display more dynamic turn length (i.e., low similarity over successive turns) are better liked. Taken together, the results suggest that conversation dynamics could make or break deals. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
{"title":"Zooming out on bargaining tables: Exploring which conversation dynamics predict negotiation outcomes.","authors":"Matteo Di Stasi, Emma Templeton, Jordi Quoidbach","doi":"10.1037/apl0001136","DOIUrl":"10.1037/apl0001136","url":null,"abstract":"<p><p>How much should you talk, pause, or interrupt your counterpart in negotiations? The present research <i>zooms out</i> on the macrostructure of negotiation conversations to examine how systematic differences in conversation dynamics-the structural and temporal patterns that arise from the presence or absence of speech between interlocutors-relate to objective and relational outcomes at the bargaining table. We examined 38,564 speech turns from 239 online negotiation recordings and derived, for each negotiator (<i>N</i> = 380), 16 measures pertaining to seven dimensions of conversation dynamics: speaking time, turn length, pauses, speech rate, interruptions, backchannels, and response time. Network analyses reveal that many of these measures are interconnected, with clusters of variables suggesting broad differences in negotiators' propensity to \"talk vs. listen\" and to mimic their counterparts. Regression and Least Absolute Shrinkage and Selection Operator (LASSO) analyses further show that several measures uniquely predict objective and relational outcomes in videoconference negotiations. At the objective level, negotiators who speak more, faster, and with fewer pauses tend to get better deals. At the relational level, negotiators who refrain from interrupting and display more dynamic turn length (i.e., low similarity over successive turns) are better liked. Taken together, the results suggest that conversation dynamics could make or break deals. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41201938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}