Applied Psychology-An International Review-Psychologie Appliquee-Revue Internationale最新文献

Using a laboratory experiment, we examine lying behavior among subjects, both with and without winning experience, in loss and gain frames. Our findings reveal that winning experience results in increased lying behavior in the loss frame but decreased lying behavior in the gain frame. A key factor in understanding this outcome is the subject's sense of deservingness. Winning a competition heightens subjects' feelings of deservingness, influencing the subjects' lying decisions. Additionally, we found that winners are more likely to cheat in the loss frame than in the gain frame; no similar effect was observed among subjects without winning experience.

Group identity is known to exert a powerful socio-psychological influence on behaviour, but has largely been explored as a uni-dimensional phenomenon. Theoretically, an increase in the number of identity dimensions considered should make it harder to draw clear boundaries between people. Therefore, we ask whether broadening awareness of identity to multiple dimensions could help alleviate ingroup biases. We explore this in an online experiment, focusing on two different political dimensions of identity. In the control arm, we induced (narrow) awareness of a single identity dimension; in the treatment arm, we induced (broad) awareness of both dimensions. Subsequently, we used a third-party allocation task to measure ingroup bias on each dimension. Crucially, revealed identity information was held constant across arms during the decision. We found that broader awareness did not decrease ingroup bias and in one setting increased it. We provide supplementary analysis to examine possible mechanisms for our counter-intuitive findings.

Failure to attain important work-related goals is a frequent source of negative emotion for employees, and research has identified supportive management as central in shaping work-related outcomes following failure. However, there is limited research examining the specific behaviors that managers can use to respond to employees' negative affect. Drawing on the theory of interpersonal emotion regulation (IER) et al., 2009, we examine how specific IER strategies employed by managers influence employees' goal adjustment and turnover intentions. Across two experimental vignette studies (N = 1148), we test a mediation model in which employees' negative affect and trust in the manager act as parallel mechanisms linking IER strategies to behavioral intentions. In Study 2, we additionally investigate whether regulatory focus moderates these indirect effects. We conceptualize regulatory focus as a proximal self-regulatory frame that shapes how individuals interpret and respond to goal failure. Our findings show that trust, more than affect, serves as the key mediator linking IER strategies to behavioral intentions. Regulatory focus did not moderate these paths. This study advances understanding of the relational dynamics underlying specific IER strategies and highlights the central role of trust in managing employee responses to goal failure.

In this article, we draw on the affect substitution theoretical hypothesis to propose that team positive and negative affective tones are associated with team performance through team member silence behavior, depending on the degree of teamness within teams. Teamness refers to team resources associated with a shared vision, interdependence, reflexivity, autonomy, boundedness, and clear roles. Thus, when these resources are absent (low teamness), the positive effects of team positive affective tones on team performance and the negative effects of team negative affective tones on the same outcome would be stronger. Two independent survey studies with teams in the technology and health services supported the validity of the teamness construct and our proposals, highlighting that one mechanism for team-level affect influences on team performance is withholding concerns and problem-related information, contingent on the availability of teamwork contextual resources.

Since the rise of working from home, communication between leaders and their followers has become more digital. When communicating through digital media, there is a risk that information and nonverbal signals may not be transmitted adequately. This can be particularly challenging for health-oriented leaders in terms of their StaffCare, which encompasses both the awareness of followers' health needs and concrete behaviors to promote their well-being. When aiming to recognize followers' early warning signals related to mental health issues and take appropriate action, leaders may be hindered by the limitations of digital communication. We conducted an experimental study (n = 47) to investigate whether leaders are better able to recognize and respond to their followers' warning signals during face-to-face (f2f) contact compared to video or telephone communication. Our findings confirm that leaders' StaffCare is more successful in f2f than in video and telephone settings. To further examine the decrease in StaffCare during digital communication, a second field study (n = 275) was conducted. The results showed that leaders' awareness and behavior were lower when working from home without f2f communication than when working on-site. Together, our two studies demonstrate the new challenges and conditions of health-oriented leadership in digital communication and outline practical recommendations for human resource practitioners on how leaders' StaffCare can be fostered.

Zero-sum thinking – the belief that one party's gain necessitates another's loss – remains a pervasive cognitive bias with profound implications for workplace dynamics. Understanding its role in driving counterproductive work behavior (CWB) is critical for fostering healthier organizational cultures and for mitigating interpersonal conflicts. We draw on social exchange theory and equity theory to elucidate how zero-sum beliefs (ZSBs) shape employees' interpretations of workplace interactions, particularly in terms of perceived fairness and reciprocity. Based on two correlational studies (n = 451; n = 438) and an experimental study (n = 596) examining both real-life behaviors and behavioral intentions in hypothetical scenarios, we found that ZSBs motivate CWB. This relationship is mediated – at least partially – by feelings of exploitation: the more employees view success in the workplace as zero-sum, the more they feel exploited by coworkers, which in turn increases their likelihood of engaging in harmful and retaliatory actions. We conclude by highlighting zero-sum beliefs as an important psychological mechanism shaping workplace emotions and counterproductive behavior, and by emphasizing that managers can mitigate these effects through fostering perceptions of mutual gains.

Although emerging studies have documented the benefits of leader mindfulness in the workplace, the mechanisms by which it enables employees to cope with adversity remain unknown. Drawing on conservation of resources theory and social learning theory, I suggest that mindful leaders can enhance subordinates' resilience through a resource-enhancing pathway (indicated by employee psychological empowerment) and an indirect learning pathway (reflected in leader role modeling). I posit, however, that these positive effects of leader mindfulness are weakened in more highly virtual teams. I tested this model across two studies. Study 1 was a multi-wave, multi-source survey based on a sample of 89 leaders and 424 followers. Study 2 was a field experiment in which 112 leaders were assigned to either a mindfulness intervention or a control condition. The results of both studies fully supported my theory. Theoretical and practical implications are discussed.

Prior literature on leader humor primarily focuses on its positive effects on employee attitudes and behaviors; however, its potential negative effects have been largely neglected and underestimated. This research challenges the previous wisdom and proposes a model based on attribution theory that for employees with self-serving attributions, leader humor will promote their psychological entitlement, which further leads to unethical pro-organizational behavior. Based on three-wave survey data collected from 313 employees and an experiment via Master of Business Administration (MBA) students in China, we found that the interaction of leader humor and self-serving attribution was positively related to psychological entitlement, which in turn contributed to unethical pro-organizational behavior. The theoretical and managerial implications for understanding how to manage leader humor are discussed.

Given the paradoxical nature of educational specialization diversity, we suggest that paradoxical leadership effectively manages this diversity and enhances its positive impact on team innovation. Building on the group as information processor framework, we propose that team reflexivity, a critical information-processing activity within teams, mediates the interaction between educational specialization diversity and paradoxical leadership in influencing team innovation. To test these hypotheses, we conducted a multi-wave, multi-source field study with data from 126 teams. Our findings demonstrate that paradoxical leadership positively moderates the relationship between educational specialization diversity and team innovation, as well as the relationship between educational specialization diversity and team reflexivity. Our results also reveal that team reflexivity mediates the moderated relationship between educational specialization diversity, paradoxical leadership, and team innovation. We discuss the theoretical and practical implications of these findings.

While leadership structure is recognized as a key mechanism for enabling teams to adapt to dynamic environments, there remains limited understanding of which leadership structural configurations yield optimal performance under such contexts. To address this gap, we draw on adaptive leadership theory and adopt a multidimensional network approach to examine how leadership structure influences team performance in dynamic contexts. Specifically, this study considers not only the dispersion (i.e., centralization) and magnitude (i.e., density) of leadership but also the transition of leadership (i.e., centrality variance). A field study with a sample of 115 entrepreneurial project teams was conducted to test the hypotheses. The findings reveal that, in comparison to the other two basic configurations, the leadership structure with high centralization, low density, and high centrality variance is associated with the lowest level of status conflict, while the structure with high centralization, low density, and low centrality variance is associated with the highest level of status conflict. This three-way interaction further exerts an indirect effect on team performance through status conflict. To enhance the validity of the findings, supplementary analysis was performed using qualitative data collected from five new venture teams, which provided additional support for the hypotheses. This study advances theoretical understanding of leadership structures in dynamic environments and offers actionable insights for fostering effective team adaptation.