Narcissistic leadership in psychotherapy groups

Narcissistic leaders in groups are capable of impeding progress of their patients and, at worst, can produce iatrogenic effects. Significant interferences may occur when the therapist is unable to tolerate the expression of negative transferences and when they need to be idealized by their patients. The rare therapist who is a malignant narcissist is capable of inflicting severe damage by sadistically exploiting the group to satisfy his or her own pathological needs. Less severe interferences consist of inhibition in making transference interpretations, reluctance to seek out training or supervision, and a difficulty in protecting patients against being scapegoated as a result of the displacement of negative feelings toward the therapist onto a member. The universality of these issues among therapists is discussed and possible remediation is proposed.     

Alcohol and eye contact

The effects of alcohol (0.9 g ethanol/kg body weight) on mood and eye contact were studied in male and female subjects engaged in dyadic interaction with unfamiliar, continuously gazing like-sex or opposite-sex interviewers. Thirty-two volunteer students served as unpaid subjects in a 2 × 2 × 2 factorial design with four subjects per cell. Significant subjective increases in affiliative mood were observed in male as well as in female subjects at a mean BAC of 1.08 ± 0.12 g/l. Significant interactive effects were observed as functions of the sex of the subject and interviewer with alcohol/placebo treatment in analyses of pretreatment/post treatment change for two measures of gaze duration. The results were discussed in terms of the Argyle-Dean conflict model and it was concluded that alcohol did not induce the net approach gain expected as a result of increased affiliation and/or reduced interpersonal avoidance. Sober subjects tended to look at their like-sex interviewers more and drunk subjects less, the trend being particularly evident in female subjects. It was suggested that the effects of alcohol on eye contact may be strongly associated with sex-roles.     

Disablement and eye contact

This study investigated the effect of height level and wheelchair presence on eye contact and interaction. Presence of a wheelchair increased eye contact to a standing colleague, possibly due to the wheelchair-confined individuals' perceived dependence on others.     

Socialized charismatic leadership, values congruence, and deviance in work groups

The authors conducted a field study to investigate the relationship between socialized charismatic leadership and deviance in work groups. Because socialized charismatic leaders are thought to play an ethical leadership role, the authors hypothesized that the socialized charismatic leadership style would be associated with reduced deviance in the leader's work group. This prediction was supported for both the interpersonal and the organizational dimensions of deviance. Next, the authors examined the mediating role of values congruence. The results were partially supportive of the values congruence mediating hypothesis. Implications for future research and for management are discussed.     

Sex differences in the effects of visual contact and eye contact in negotiations

Previous research has proposed that the ability to see others would benefit negotiations. We argue that this view is too narrow and that the impact of visual contact on negotiated agreements depends on the meaning individuals ascribe to either its presence or absence. Based on previous research showing that females are more likely to understand others in the presence of visual contact while males understand others better in the absence of visual contact, we explore how visual contact, eye contact, and sex affect the quality of negotiated agreements in a meta-analysis (Study 1) and a laboratory experiment (Study 2). The two studies combined show that because direct communication via the face facilitates a shared understanding for two unacquainted females, their agreements are of higher quality when they have visual contact compared to when they do not (Study 1), and if they have visual contact, their agreements are better when they have eye contact than when they do not (Study 2). Because communication via the face increases discomfort between two unacquainted males, their agreements are of higher quality when they do not have visual contact (Study 1), and if they do have visual contact, their agreements are better when they have no eye contact than when they do (Study 2).     

The perception of eye contact

Ss made judgments of whether or not they were being looked in the eye as an E fixated several points on and off their faces.Distance between sender and receiver, sex, and whether the sender made a sequence of fixation sprior to the terminal fixation were variables of interest. The sender-receiver distance produced less effect than predicted from the hypothesis that receiver judgments were determined solely by the discrepancy between the sender’s iris/sclera configuration (ISC) during true eye contact and the current fixation point. There was no stable differencein accuracy as a function of whether the sender’s terminal fixation was preceded by other fixations or not. These findings cast doubt on the belief expressed in recent studies that the ISC can be used to accurately discriminate eye gazes from other gazes. The results also suggest that fixations on some portions of the face yield a judgment of eye contact which might be predicted on the basis of social experience.     

Bullying in work groups: The impact of leadership

The aim of this study is to examine whether and how laissez‐faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross‐sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez‐faire leadership was associated with an increased risk of exposure to bullying behavior, self‐labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez‐faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates.