Psychological collectivism: a measurement validation and linkage to group member performance

The 3 studies presented here introduce a new measure of the individual-difference form of collectivism. Psychological collectivism is conceptualized as a multidimensional construct with the following 5 facets: preference for in-groups, reliance on in-groups, concern for in-groups, acceptance of in-group norms, and prioritization of in-group goals. Study 1 developed and tested the new measure in a sample of consultants. Study 2 cross-validated the measure using an alumni sample of a Southeastern university, assessing its convergent validity with other collectivism measures. Study 3 linked scores on the measure to 4 dimensions of group member performance (task performance, citizenship behavior, counterproductive behavior, and withdrawal behavior) in a computer software firm and assessed discriminant validity using the Big Five. The results of the studies support the construct validity of the measure and illustrate the potential value of collectivism as a predictor of group member performance.     

The Effects of Social Identity on the Self-Set Goals and Task Performance of High and Low Self-Esteem Individuals

Social identification with co-workers was examined as a moderator of the frequently inscrutable link between worker self-esteem and goal setting. Weak or strong social identity was created in groups comprised of either high or low self-esteem persons. As expected, strengthening social identity increased perceived similarity to ingroup members regardless of self-esteem. Furthermore, only high self-esteem individuals with a strong social identity set higher goals for themselves, and achieved better performance, compared to high esteem/weak identity individuals or low self-esteem persons in either social identity condition. Increments in the goals and performance of high self-esteem individuals were associated with perceived similarity to ingroup members, and performance was attributed to personal ability. In contrast, the goals and performance of low self-esteem individuals were associated with certainty of goal achievement, and performance was attributed to perceptions of task difficulty. Asymmetrical effects of social identification are discussed in relation to group member personalities.     

Does Avatar Appearance Matter? How Team Visual Similarity and Member–Avatar Similarity Influence Virtual Team Performance

This multimethod study investigated how avatar appearance influences virtual team performance. This study is the first to integrate the framework of social identity model of de‐individuation effects (SIDE) and Self‐Identification theory, using “morphing” techniques. Results were obtained from a 2 (team visual similarity: dissimilar vs. similar team avatars) × 2 (member–avatar similarity: cartoon avatars vs. avatar similar to self) experiment (N = 240). The findings indicated that teams using “morphed team avatars,” which combined both a high degree of team visual similarity and member–avatar similarity in their appearances, performed best on the task, and showed greater social attraction than teams in the other conditions. Moreover, content analysis of the chat conversations revealed that these teams interacted more strategically and expressed a greater motivation to solve the task.     

Does Worrying Mean Caring Too Much? Interpersonal Prototypicality of Dimensional Worry Controlling for Social Anxiety and Depressive Symptoms

Worry, social anxiety, and depressive symptoms are dimensions that have each been linked to heterogeneous problems in interpersonal functioning. However, the relationships between these symptoms and interpersonal difficulties remain unclear given that most studies have examined diagnostic categories, not accounted for symptoms’ shared variability due to general distress, and investigated only interpersonal problems (neglecting interpersonal traits, interpersonal goals, social behavior in daily life, and reports of significant others). To address these issues, students (Study 1; N = 282) endorsed symptoms and interpersonal circumplex measures of traits and problems, as well as event-contingent social behaviors during one week of naturalistic daily interactions (N = 184; 7,036 records). Additionally, depressed and anxious patients (N = 47) reported symptoms and interpersonal goals in a dyadic relationship, and significant others rated patients’ interpersonal goals and impact (Study 2). We derived hypotheses about prototypical interpersonal features from theories about the functions of particular symptoms and social behaviors. As expected, worry was uniquely associated with prototypically affiliative tendencies across all self-report measures in both samples, but predicted impacting significant others in unaffiliative ways. As also hypothesized, social anxiety was uniquely and prototypically associated with low dominance across measures, and general distress was associated with cold-submissive tendencies. Findings for depressive symptoms provided less consistent evidence for unique prototypical interpersonal features. Overall, results suggest the importance of multimethod assessment and accounting for general distress in interpersonal models of worry, social anxiety, and depressive symptoms.     

Similarity in Gender and Self‐Esteem for Supportive Peer Relationships: The Mediating Role of Cooperative Goals1

The present study investigated whether cooperative goals mediate the relationship between similarity in gender and self‐esteem and social support and relationship quality in ongoing peer dyads. Based on data collected from 209 student dyads, the findings largely support the mediating role of cooperative goals. However, the study found that gender similarity was positively related while self‐esteem similarity was negatively related to cooperative goals and relationship quality of peer dyad members.     

员工真诚对同事关系的双刃剑效应：共事时间的调节作用

目前普遍认为员工在职场中的真诚有助于该员工与同事建立良好的关系。本研究提出员工真诚对同事关系的影响很可能积极和消极并存, 其作用效果取决于员工与同事之间的共事时间。基于社会渗透理论并整合归因的文献, 本研究认为同事怀疑和同事信任是员工真诚影响同事关系的关键中介机制。为检验本研究理论模型假设, 采用轮询问卷法(round-robin survey)和实验法分别开展两个独立调研。结果发现：在共事时间较短的情况下, 员工真诚会引发同事怀疑降低同事信任, 减少人际帮助并增加人际排斥。在共事时间较长的情况下, 员工真诚则有助于打消同事怀疑增加同事信任, 增多人际帮助并减少人际排斥。通过引入共事时间作为调节变量, 本研究发现员工真诚对同事关系的影响由消极转化为积极需要经过足够长时间的共事才能实现。     

Implicit processing goals combine with explicit goal standards to motivate performance through underlying comparison processes

This research investigates whether explicit goals interact with implicit processing goals that are activated simultaneously. Based on the idea that (a) explicit goals are used as comparison standards, and (b) implicit processing goals have motivational consequences by influencing the process of comparison with those standards, these studies elucidate the mechanism by which explicit and implicit goals combine to influence task performance. Study 1 demonstrated that a primed goal to process similarities versus differences interacted with explicit goal standards in influencing subsequent task performance. High explicit goals resulted in better performance when participants had the implicit goal of processing similarities, whereas low explicit goals resulted in better performance when the implicit goal was processing differences. Study 2 provided evidence that perceived similarity to a target person is a critical factor for the pursuit of explicit goals and that this similarity influences task performance in the same way as the primed goal to process similarities. Study 3 indicated that processing similarities results from assimilation to a moderately high goal, whereas processing differences is the result of contrasting away from an extremely high goal. These findings confirm that implicit processing of similarities versus differences has a combined influence with explicit goals on task performance. Copyright © 2010 John Wiley & Sons, Ltd.     

Dynamics between Member Replacement and Team Performance: The Role of Members’ Relative Attributes

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content‐related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task‐related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short‐lived student groups performing cognitive tasks to field studies with real‐life work teams performing action tasks.     

Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership

We consider the utility of two contrasting theoretical perspectives in explaining how laissez-faire formal leaders and team member motivation to lead (MTL) influences informal leadership and team task performance. The first perspective, functional leadership theory, is the dominant lens used currently to understand informal leadership. However, we suggest that social learning theory offers a compelling alternative account. In a multiwave survey study of 344 members of 72 work teams, we find support for the social learning theory predictions that laissez-faire formal leaders are perceived by team members to engage in less modeling of effective leadership and as a result are negatively associated with informal leadership and team task performance. We do not find support for the functional leadership theory predictions that laissez-faire formal leaders are positively associated with team members’ informal leadership and team task performance, which would be due to an increased perceived need for leadership. The social learning effects are stronger for teams that are lower in member MTL and weaker for teams that are higher in member MTL. These results suggest social learning theory may be preferable to functional leadership theory for understanding informal leadership in teams.     

The building blocks of shared leadership: The interactive effects of diversity types,team climate,and time

Despite the wealth of empirical studies and recent meta-analyses demonstrating the positive performance effects of shared leadership, knowledge regarding antecedents is limited. We draw upon a collective approach to leadership identity construction theory and team diversity in order to understand the member attributes that impact leadership sharing. We suggest that both informational/functional and social categorization diversity types are important dimensions when considering shared leadership antecedents. First, we suggest functional diversity will result in higher levels of shared leadership but will only be realized when teams elicit a cooperative climate. Second, we suggest that gender diversity, a salient social category, will have a negative impact on shared leadership, particularly in a low cooperative climate. We further hypothesize these effects will change over time as the positive effects of functional diversity strengthen and the negative effects of gender differences weaken. We test our hypotheses, including the impact on team performance, in a time-lagged sample of 267 undergraduate students in 73 teams competing in a complex business simulation and a constructive replication with 142 MBA students in 41 teams. Theoretical and practical implications are discussed.     

The relationships among asymmetry in task dependence, perceived helping behavior, and trust

Social relations analyses involving 132 working relationships among 60 individuals from 29 teams revealed that an increase in a team member's task dependence on another team member was associated with higher levels of perceived help from and interpersonal trust in that specific team member, provided the other member was highly task dependent on the focal member. The degree to which an actor perceived a relationship with a partner to be helpful partially mediated the relationship between task dependence and trust. These findings highlight the importance of attending to asymmetries in task dependence and provide valuable insights into mechanisms that can explain the development of trust in organizational work teams.     

Centrality and charisma: comparing how leader networks and attributions affect team performance

When leaders interact in teams with their subordinates, they build social capital that can have positive effects on team performance. Does this social capital affect team performance because subordinates come to see the leader as charismatic? We answered this question by examining 2 models. First, we tested the charisma-to-centrality model according to which the leader's charisma facilitates the occupation of a central position in the informal advice network. From this central position, the leader positively influences team performance. Second, we examined the centrality-to-charisma model according to which charisma is attributed to those leaders who are socially active in terms of giving and receiving advice. Attributed charisma facilitates increased team performance. We tested these 2 models in 2 different studies. In the first study, based on time-separated, multisource data emanating from members of 56 work teams, we found support for the centrality-to-charisma model. Formal leaders who were central within team advice networks were seen as charismatic by subordinates, and this charisma was associated with high team performance. To clarify how leader network centrality affected the emergence of charismatic leadership, we designed Study 2 in which, for 79 student teams, we measured leader networking activity and leader charisma at 2 different points in time and related these variables to team performance measured at a third point in time. On the basis of this temporally separated data set, we again found support for the centrality-to-charisma model.     

Us versus them: social identity shapes neural responses to intergroup competition and harm

Intergroup competition makes social identity salient, which in turn affects how people respond to competitors' hardships. The failures of an in-group member are painful, whereas those of a rival out-group member may give pleasure-a feeling that may motivate harming rivals. The present study examined whether valuation-related neural responses to rival groups' failures correlate with likelihood of harming individuals associated with those rivals. Avid fans of the Red Sox and Yankees teams viewed baseball plays while undergoing functional magnetic resonance imaging. Subjectively negative outcomes (failure of the favored team or success of the rival team) activated anterior cingulate cortex and insula, whereas positive outcomes (success of the favored team or failure of the rival team, even against a third team) activated ventral striatum. The ventral striatum effect, associated with subjective pleasure, also correlated with self-reported likelihood of aggressing against a fan of the rival team (controlling for general aggression). Outcomes of social group competition can directly affect primary reward-processing neural systems, which has implications for intergroup harm.     

Self-improvement and cooperation: How exchange relationships promote mastery-approach driven individuals' job outcomes

In the present research we argue that mastery-approach goals may be beneficial in social achievement contexts because these goals lead to constructive exchange relationship building. An examination of three methodologically complementary studies revealed that mastery-approach goals lead to more cooperative and higher-quality exchange relationships than performance-approach goals and are, ultimately, associated with better job outcomes, as well. The results of a questionnaire study demonstrated that mastery-approach goals are more strongly related to cooperative motives and more weakly related to competitive motives than performance-approach goals. Furthermore, an experimental study indicated that mastery-approach driven individuals show a higher concern for others and are more strongly inclined to cooperate with an exchange partner when engaged in a complex reasoning task than performance-approach driven individuals. Finally, an organizational field study showed that team–member exchange mediates the effect of mastery-approach goals on job performance, job satisfaction, and organizational commitment.     

Motivated use of information about others: Linking the 2 × 2 achievement goal model to social comparison propensities and processes

The present research used correlational and experimental methods and two well-established social comparison paradigms to integrate and extend prior research from the achievement goal and social comparison literatures. In Study 1, a general disposition to engage in social comparison was positively correlated with each type of goal in the 2 × 2 model of achievement goals, suggesting that the desire to seek out social comparison information is not exclusive to a particular type of achievement goal pursuit. In Study 2, when evaluating the specific direction of social comparison (upward or downward), the pursuit of performance-approach, mastery-approach, and mastery-avoidance goals facilitated upward social comparison, and the pursuit of performance-avoidance goals prompted a shift away from upward comparison towards downward comparison. The present findings provide new insight to the emerging integration of achievement goals and social comparison.     

Social cognitive career theory, conscientiousness, and work performance: A meta-analytic path analysis

We performed a meta-analytic path analysis of an abbreviated version of social cognitive career theory's (SCCT) model of work performance (Lent, Brown, & Hackett, 1994). The model we tested included the central cognitive predictors of performance (ability, self-efficacy, performance goals), with the exception of outcome expectations. Results suggested that a slightly modified version of the model, incorporating a path between ability and goals, provided adequate fit to the data. In addition, we examined alternative pathways through which conscientiousness, a Big 5 personality variable, might operate in concert with the social cognitive variables in predicting work performance. Good fit was found for a model in which conscientiousness is linked to performance both directly and indirectly via self-efficacy and goals. The implications of these results for SCCT, future research, and practical efforts to facilitate work performance are discussed.     

Stability and Change of Social Goals in Adolescence

This study provides a comprehensive analysis of continuity and change in social goals using the interpersonal circumplex (IPC) model across adolescence (ages 11–16). Five complementary definitions of stability were examined: structural, rank‐order, absolute, individual, and ipsative. Data were taken from a longitudinal study of early adolescent problem behavior. Social goals were assessed during each wave, with data collection occurring at three annual intervals (Wave 1, ages 10–12). A community sample of adolescents (N = 387) was recruited. Adolescents were evenly split on gender, and a majority (82.7%) was White. Results suggest a modest increase in stability across social goals, yet significant interindividual heterogeneity. Although levels of Agentic and Communal factors increase over time, these patterns were driven by decreases in the Submissive and Separate octants. This offers evidence for the utility of examining lower‐order facets of interpersonal dispositions, as it provides a nuanced picture of adolescent personality development. Furthermore, findings suggest that change and continuity in social goals may both be relevant in this developmental period. The difficulty is accounting for trait stability as well as change, and the IPC model may be particularly useful for meeting this challenge.     

The circumplex structure of interpersonal sensitivities

Previous research on aversive interpersonal behavior has provided limited links between interpersonal sensitivities and comprehensive models of personality and social behavior. Study 1 (N = 1,336) of this article demonstrated that interpersonal sensitivities can be mapped onto the interpersonal circumplex and that people generally find others' behavior that is least similar to their own generally most aversive. In Study 2 (N = 299), a broader array of correlates with interpersonal sensitivities was investigated, and results again suggested that interpersonal opposites are generally perceived as most aversive. Study 3 (N = 315) specified romantic, platonic, or nonclose relationships and again found this pattern. Conceptualizing sensitivities with the interpersonal circumplex model permits investigators to distinguish general from specific kinds of sensitivity, allows for tests of the convergent and discriminant validity of interpersonal sensitivities, and integrates sensitivities into a well-established nomological net composed of multiple constructs relevant to social behavior and interpersonal dysfunction.     

Profit maximization versus disadvantageous inequality: the impact of self‐categorization

Choice behavior researchers (e.g., Bazerman, Loewenstein, & White, 1992 ) have found that individuals tend to choose a more lucrative but disadvantageously unequal payoff (e.g., self—$600/other—$800) over a less profitable but equal one (e.g., self—$500/other—$500); greater profit trumps interpersonal social comparison concerns in the choice setting. We suggest, however, that self‐categorization (e.g., Hogg, 2000 ) can shift interpersonal social comparison concerns to the intergroup level and make trading disadvantageous inequality for greater profit more difficult. Studies 1–3 show that profit maximization diminishes when recipients belong to different social categories (e.g., genders, universities). Study 2 further implicates self‐categorization, as self‐categorized individuals tend to forgo profit whether making a choice for themselves or another ingroup member. Study 3, moreover, reveals that social categorization alone is not sufficient to diminish profit maximization; individuals must self‐categorize and identify with their categorization. Copyright © 2005 John Wiley & Sons, Ltd.     

Relational correlates of interpersonal citizenship behavior: a social network perspective

This study examines the role of social network ties in the performance and receipt of interpersonal citizenship behavior (ICB), one form of organizational citizenship behavior (OCB). A field study involving 141 employees of a manufacturing firm provided evidence that social network ties are related to the performance and receipt of ICB. Results support hypothesized relationships, which are based on social exchange theory, suggesting strength of friendship is related to performance and receipt of ICB. Support was also found for impression management-based hypotheses suggesting that asymmetric influence and 3rd-party influence are related to the performance and receipt of ICB. These relationships were significant when controlling for job satisfaction, commitment, procedural justice, hierarchical level, demographic similarity, and job similarity. Implications and directions for future research are addressed.