A grotesque and dark beauty: How moral identity and mechanisms of moral disengagement influence cognitive and emotional reactions to war

Two studies examine the extent to which moral identity and moral disengagement jointly drive reactions to war. Study 1 finds support for a hypothesized positive relationship between moral disengagement and the perceived morality of a highly punitive response to the perpetuators of the September 11th attacks. It also finds that this effect was eliminated for participants who place high self-importance on their moral identities. Study 2 finds that moral disengagement effectively reduced the extent to which participants experienced negative emotions in reaction to abuses of Iraqi detainees by American soldiers; however, the effectiveness of moral disengagement was negated when participants’ moral identities were primed.     

The impact of identity leadership on team functioning and well-being in team sport: Is psychological safety the missing link?

The purpose of this study was to investigate the role of psychological safety in explaining the impact of identity leadership on team performance and athlete well-being. Adopting a cross-sectional survey design, 289 handball players rated the identity leadership skills of their coach, their captain, and the informal leaders in the team, as well as various performance- and well-being-related measures. Structural equation modelling (controlling for the nested structure of our data) revealed that by demonstrating identity leadership, coaches, captains, and in particular informal athlete leaders, all had a unique contribution in strengthening their team members’ identification with their team. By this shared sense of ‘us’, athletes felt psychologically safe in their team to speak up, provide input, and take risks. In line with our hypotheses, this sense of psychological safety acted as a mediator between identity leadership and two subsequent pathways: (1) a team-oriented pathway in which psychological safety inspired good teamwork, which fostered team resilience and, in turn, enhanced athletes’ satisfaction with their team’s performance; and (2) an individual-oriented pathway wherein psychological safety buffered against athletes’ burnout, thereby enhancing their health. In addition to these pathways mediated by psychological safety, the informal leaders directly influenced the performance pathway (with total effect sizes being 10 times larger than those of coaches and team captains), whereas coaches had a direct influence on the health pathway (with total effect sizes being three times larger than those of informal leaders and captains). Given the often-underestimated importance of the informal leaders, sport teams can be recommended to adopt a structure of shared leadership in which team members are encouraged to engage in identity leadership. In conclusion, we found that by nurturing a shared sense of ‘we’ and ‘us’ within the team, leaders are able to foster a psychologically safe environment, which in turn paves the way for an optimal team functioning and a healthier team.     

Harnessing the power of ‘us’: A randomized wait-list controlled trial of the 5R shared leadership development program (5RS) in basketball teams

High-quality leadership has been established as a key factor driving a team's competitive advantage. Besides the role of the coach, recent research has emphasized the importance of leadership provided by athletes within a team (i.e., athlete leaders). To unlock the potential benefits of athlete leadership, the development of leaders is therefore essential. The 5R Shared Leadership Program (5R^S) aims to identify promising leaders within a team, on different athlete leadership roles, both on and off the field. After the appointment of the leaders, their identity leadership skills to build and strengthen a sense of ‘we’ and ‘us’ are further developed. The design of the present research consisted of a randomized wait-list controlled trial to test the effectiveness of a train-the-trainer approach to develop shared leadership within teams (i.e., 5R^S). We tracked 16 competitive basketball teams throughout a competitive season. While eight teams (four female and four male teams) received 5R^S during the first half of the season (i.e., experimental condition), the other eight teams received 5R^S during the second half of the season (i.e., wait-list control condition). Our findings highlight 5R^S's capacity to develop athlete leaders' ability to create a shared sense of ‘us’, build a stronger team identification, enhance the available social support in the team, help players to remain motivated and confident in their team's abilities, and nurture players' health. Moreover, 5R^S appeared to achieve this impact by using a train-the-trainer approach, regardless of whether the intervention was delivered during the first or second half of the season, and with generally consistent findings amongst male and female teams. The present study both advances the current field on in-group leadership development, and provides practitioners with guidance on how and when to apply 5R^S with the aim of improving team functioning and athletes' health.     

Where To From Here for the Psychology of Social Change? Future Directions for Theory and Practice

For a vibrant and viable psychology of social change it is necessary to examine its place and contribution to the societal processes it seeks to understand, explain, and (potentially) affect. In this article, we first consider the impact that research and theorizing on social change (should) have and related issues of how we communicate about our work (and to whom) and dilemmas around researchers being active participants in the change process. Second, we consider emerging trends in the field and comment on meta‐theoretical and “meta‐methodological” issues in going forward, including the interaction between individual and society, having theoretical models of the person that allow us to account for such an interaction, as well as rethinking our methodology and ways of “doing” psychology to better reflect people's experiences of mobilization and participation. In line with the proposed rethinking of our theories and methods, the final section introduces a new paradigm for investigating the nexus of social change and leadership dynamics. The overall aim of the article is to reflect on key questions and dilemmas facing the field and provide some starting points for debating and shaping its future.     

Evaluating agents’ trustworthiness within virtual societies in case of no direct experience

A great deal of effort has been made to introduce trust models to assess trustworthiness within virtual societies. The great majority of them makes extensive use of direct experience as the main source of information, considering recommendation/reputation and inferential processes just later, as a secondary mechanism to refine trust assessment. In this kind of networks, unfortunately, direct experience might not always represent the best solution to assess trustworthiness. In fact, their highly dynamic structure promotes an increase of the average number of interconnections among agents. This in turn negatively affects the degree of knowledge the agents possess about each specific individual, i.e. direct experience. To date, however, it has not been said much about how to face these situations.It is fundamental to find an effective approach for trust assessment even in lack of direct experience, which is the central focus of this research. By the means of a multi-agent social simulation, we consider the situation in which an agent can just access indirect knowledge for trust assessment, namely recommendations of specific individuals or whole categories of individuals. Then, we compare the efficiency of these two approaches in order to identify when it is more convenient to rely on the first or on the second one. As expected, our results confirm that the dynamic nature of these networks strongly affects the role of categories. We modeled this feature introducing the “turnover” in the simulations, whereby the higher is the turnover the more convenient it is relying on categories. Besides this confirmatory result, our simulations highlight the higher degree of robustness of categories in the presence of unreliable recommenders. Such a result is even more significant if there is no available information about how reliable the recommenders are.The results we obtained are in accordance with the current literature and can be of important interest for the development of this sector.     

Undermining trust and cooperation: The paradox of sanctioning systems in social dilemmas

Sanctioning systems in social dilemmas are often meant to increase trust in others and to increase cooperation. We argue, however, that sanctioning systems may also give people the idea that others act in their own self-interest and undermine the belief that others are internally motivated to cooperate. We developed the “Removing The Sanction” paradigm and a new trust manipulation, and showed in three experiments that when there is a sanction on defection, trust in others being internally motivated to cooperate is undermined: Participants who had experienced the presence of a sanctioning system trusted fellow group members less than participants who had not. In a similar vein, the sanction undermined cooperation when trust was initially high. The implications of these paradoxical findings are discussed.