THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP

The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assessed in a field setting. Subjects were 978 student leaders and their 1,232 followers. Results indicated that overall, leaders' behaviors as rated by followers improved after feedback. Leaders' self-evaluations following feedback became more similar to the evaluations provided by followers. Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between self- and follower ratings, differences between groups in post-feedback self-evaluations and follower ratings emerged. Self-evaluations for leaders receiving negative feedback (high self- relative to followers' ratings) went down, while self-evaluations for leaders receiving positive feedback (low self- relative to follower's ratings) went up. Follower ratings of leaders who received negative feedback improved following feedback to leaders, while there was no change in follower ratings for those receiving positive feedback. Implications for using upward feedback in organizations are discussed.     

Self-perception and rumination in social anxiety

The present study examined the relationship between perceptions of performance and post-event processing (PEP) following task feedback in individuals with social phobia and matched control participants. Groups of high and low socially anxious participants engaged in a structured 5-min conversation in groups of four people. Following the conversation, false feedback (given in the form of either high scores or moderate scores) was given and self-appraisals of performance, levels of positive and negative mood, and levels of PEP were assessed. Results showed that participants' perceptions of their own performance and levels of positive affect significantly predicted the degree to which they engaged in negative rumination about the task. The moderate score condition was found to be detrimental for socially anxious individuals' self-appraisals and PEP, whereas controls showed no significant difference in self-appraisal and PEP, regardless of feedback. The results are discussed in relation to current cognitive models of social phobia and both treatment implications and directions for future research are explored.     

Changes in leadership appraisal as a function of the stress of a simulated panic situation.

Research by Mintz and Kelley, Condry, Dahke, and Hill left unresolved the question of what level of personal threat leads to group incoordination of "panic behavior." The present study set out to resolve this issue and to explore the additional relationship between leadership and behavior in the panic situation. The dependent variables were Likert-type questionnaire items designed to investigate the level of responsibility attributed to a leader by members of a group as a function of four variables: (a) two levels of stress (threat of shock or of small monetary loss); (b) two levels of leadership authority (elected or appointed); (c) two conditions of leadership ("me-last" or "me-first"); and (d) group success or failure. The specific questions were adapted from earlier pilot work by Sulzer and Sisti. One hundred and forty-four males were run in this 2 X 2 X 2 X 2 factorial design with a nonfactorial control group. The task setting, which required subjects to retrieve their wooden cones through the same hole, was designed to be analogous to the kind of situation that would occur in a theater fire where only one narrow exit existed. The results support the contention of Kelley that group incoordination (panic) increases under personal threat. Additional results were: (a) Leaders facilitated achieving the goal of safe exit; (b) elected leaders were given more responsibility and were seen as more competent than appointed leaders, but only when the stress is comparatively low, as otherwise the difference in evaluation narrows and reverses; and (c) success or failure seems to have had little effect on the leader's evaluation by the group.     

The Effects of Self-Esteem,Task Label,and Performance Feedback on Goal Setting,Certainty, and Attribution

An identical task was labeled as either difficult or easy. Bogus performance feedback was given to each subject at random after the first work period. Subjects were divided into high or low self-esteem groups based on a median split in their scores on the self-esteem measure. The results showed that subjects set lower goals in the difficult condition than they did in the easy condition in the first period; however, no difference was found in the second period. Subjects with high self-esteem had higher certainty than those with low self-esteem in the second period. Subjects in the positive feedback group made higher ability and effort attributions than those in the negative feedback group.     

The moderator role of followers’ personality traits in the relations between leadership styles,two types of task performance and work result satisfaction

Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition.     

Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance

Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.     

The Effects of Self-Esteem,Task Label,and Performance Feedback on Task Liking and Intrinsic Motivation

Abstract

American undergraduate students' task liking and intrinsic motivation were examined using 2 × 2 × 2 (Self-Esteem × Task Label × Feedback) analyses of variance. Identical tasks were labeled as either difficult or easy, and bogus performance feedback was given randomly to each subject. For subjects with high self-esteem, feedback had strong impact on their liking of a difficult task, whereas for those with low self-esteem, feedback had strong impact on liking of an easy task. After positive feedback for performing a difficult task, subjects with high self-esteem increased task liking, whereas those with low self-esteem decreased task liking. Subjects also showed higher intrinsic motivation after positive feedback than after negative feedback.     

Authoritarian dynamics and unethical decision making: high social dominance orientation leaders and high right-wing authoritarianism followers

When dilemmas require trade-offs between profits and ethics, do leaders high in social dominance orientation (SDO) and followers high in right-wing authoritarianism (RWA) make decisions that are more unethical than those made by others? This issue was explored in 4 studies with female participants performing managerial role-playing tasks. First, dyads comprising a person who was either low or high in SDO and a person who was either low or high in RWA negotiated for a leadership position. People high in SDO were more likely to obtain leader positions than to obtain follower positions. No other effects were significant. Second, leaders high in SDO partnered with an agreeable (confederate) follower made decisions that were more unethical than those of leaders low in SDO. Third, followers high in RWA were more acquiescent to and supportive of an unethical (confederate) leader than were followers low in RWA. Fourth, high SDO leader-high RWA follower dyads made decisions that were more unethical than those made in role-reversed dyads because leaders had more influence. Implications of these results for conceptualizing SDO, RWA, and authoritarian dynamics are discussed.     

Cheating following success and failure in heavy and moderate social drinkers

Two groups of American undergraduates (moderate and heavy social drinkers) completed a matrix task and received either positive or negative feedback on their performance. Following this they were given a maze task, which was designed so that cheating could be detected. Heavy drinkers cheated more than moderate drinkers under success conditions (positive feedback). Heavy drinkers who received positive feedback also cheated more than heavy drinkers who received negative feedback. The results are interpreted in terms of self-handicapping theory.     

工作记忆负荷对反馈加工过程的影响:来自脑电研究的证据

个体对行为后反馈结果的加工在学习和环境适应方面有重要意义,工作记忆负荷(working memory load,WM load)如何影响反馈加工过程尚不清楚。采用双任务范式,设置基线、低WM load、高WM load三种条件,结合ERP技术对这一问题进行探究。发现RewP (reward positivity,奖赏正波)对效价敏感,而不受WM load条件影响;Theta震荡的正、负反馈差异波在高WMload条件下比在低WM load条件下小。结果支持等级强化学习-前扣带回理论(HRL-ACC, hierarchical reinforcement learning theory of anterior cingulate cortex)对于RewP和theta震荡的观点:RewP反映了反馈效价评估功能, theta震荡反映了认知控制功能,并且WM load选择性影响了ACC的认知控制功能而不是反馈效价评估功能。     

Information content and reward processing in the human striatum during performance of a declarative memory task

Negative feedback can signal poor performance, but it also provides information that can help learners reach the goal of task mastery. The primary aim of this study was to test the hypothesis that the amount of information provided by negative feedback during a paired-associate learning task influences feedback-related processing in the caudate nucleus. To do this, we manipulated the number of response options: With two options, positive and negative feedback provide equal amounts of information, whereas with four options, positive feedback provides more information than does negative feedback. We found that positive and negative feedback activated the caudate similarly when there were two response options. With four options, the caudate’s response to negative feedback was reduced. A secondary goal was to investigate the link between brain-based measures of feedback-related processing and behavioral indices of learning. Analysis of the posttest measures showed that trials with positive feedback were associated with higher posttest confidence ratings. Additionally, when positive feedback was delivered, caudate activity was greater for trials with high than with low posttest confidence. This experiment demonstrated the context sensitivity of feedback processing and provided evidence that feedback processing in the striatum can contribute to the strengthening of the representations available within declarative memory.     

领导–下属心理资本一致性对周边绩效的影响——工作关系与私人关系的中介作用

本文基于相似吸引理论,考察了领导–下属心理资本一致性能否影响双方的工作关系(领导–下属交换,LMX)和私人关系(领导–下属关系,SSG),继而塑造下属的周边绩效。采用多项式回归和响应面分析技术,对164份领导–下属配对数据进行分析,结果表明：领导–下属心理资本越一致,双方的LMX和SSG越高;在一致情形下,与“低–低一致”相比,”高–高一致”时的LMX和SSG更高。领导–下属心理资本一致性通过LMX、SSG影响下属的周边绩效。以上结果能为如何有效利用心理资本管理领导–下属的人际互动、下属周边绩效提供启发。     

The Role of Self-Awareness and Self-Monitoring in Charismatic Relationships

In this paper, a hypothesis from a theory of charismatic relationships is examined that incorporates follower's level of self-monitoring and state of self-awareness. It is argued that changes in the state of self-awareness affect the characteristics of the short-term charismatic relationship between leader and follower, but only for high self-monitoring followers. Providing support for the hypothesis was a repeated-measures study. Participants ( N = 78) viewed video vignettes of charismatic leaders presenting different messages, in either a high or low self-awareness condition. When high in self-awareness, participants with a high self-monitoring orientation were more likely than when in a state of low self-awareness to internalize only those messages congruent with their values and beliefs.     

Emotion regulation in leader–follower relationships

This study investigates the extent to which leaders and followers express, suppress or fake their emotions during interaction, using a sample of 135 leaders and 207 followers. The respondents completed questionnaires on emotion regulation, the relationship quality between leaders and followers (LMX), job satisfaction, and health complaints. The data indicate that negative emotions such as disappointment, uncertainty, and annoyance are typically suppressed, while positive emotions such as enthusiasm, interest, and calmness are typically expressed or faked. The reported level of emotion regulation was higher for leaders than for followers. Suppressing and faking emotions correlated negatively with the LMX and job satisfaction, and positively with health complaints among both groups. Emotion regulation is thus a prominent and complex facet of leader – follower relationships with possible negative effects for both leaders and followers.     

...And some men have leadership thrust upon them.

Viewing leadership behavior as a joint function of situational factors, individual predispositions, and followers' responsive behavior, this study used 64 subjects, half of them high and half of them low in measured leadership self-concept. Half had a high and half a low stake in a group task. Each subject was twice appointed leader of a three-man group, once exposed to "followers" (experimenter's condederates,) altercasting him to lead, once to followers alter-casting him to follow. Multivariate analyses of variance showed effects of followers' behavior on profiles of a subject's behavior (when subjects were pushed to lead they led, when pushed to follow they increased socioemotional activity) and perceptions of followers. These effects were specified by leadership self-concept (little difference between groups when confronting pushy followers, more when confronting passive ones), prompting an interpretation in terms of role incongruity.     

Self-esteem, performance feedback, and cardiovascular stress reactivity

This study sought to establish the impact of performance-related feedback on cardiovascular responses to stressors, and whether this impact is influenced by individual differences in self-esteem. A total of 66 college women were categorized as either high or low in self-esteem on the basis of their scores in a standardized psychometric test. They then took part in a laboratory experiment, in which they were assigned to one of three performance-feedback manipulations. Following the provision of feedback on an initial laboratory task (picture-matching), they undertook a second task (mental arithmetic). Cardiovascular functioning was monitored throughout. Provision of negative feedback to the initial task exerted an adverse impact on cardiovascular responses, suggestive of unhappiness with performance. Provision of positive feedback to the initial task exerted an impact on cardiovascular functioning during the second task, suggestive of task engagement. Importantly, low self-esteem exacerbated the adverse impact of negative feedback. The impact of feedback and the buffering role of self-esteem may have important consequences for cardiovascular health. Further, discrepancies in the findings of previous feedback research may be accounted for by dispositional individual differences.     

Self-esteem,performance feedback,and cardiovascular stress reactivity

Abstract

This study sought to establish the impact of performance-related feedback on cardiovascular responses to stressors, and whether this impact is influenced by individual differences in self-esteem. A total of 66 college women were categorized as either high or low in self-esteem on the basis of their scores in a standardized psychometric test. They then took part in a laboratory experiment, in which they were assigned to one of three performance-feedback manipulations. Following the provision of feedback on an initial laboratory task (picture-matching), they undertook a second task (mental arithmetic). Cardiovascular functioning was monitored throughout. Provision of negative feedback to the initial task exerted an adverse impact on cardiovascular responses, suggestive of unhappiness with performance. Provision of positive feedback to the initial task exerted an impact on cardiovascular functioning during the second task, suggestive of task engagement. Importantly, low self-esteem exacerbated the adverse impact of negative feedback. The impact of feedback and the buffering role of self-esteem may have important consequences for cardiovascular health. Further, discrepancies in the findings of previous feedback research may be accounted for by dispositional individual differences.     

情绪的动机强度与工作记忆任务类型的协调性对自我控制任务的影响

考察趋近动机强度不同的积极情绪和回避动机强度不同的消极情绪与工作记忆的协调性对自我控制任务的影响。结果发现,与高趋近动机的积极情绪、高回避动机的消极情绪以及中性情绪相比,在低趋近动机的积极情绪下完成言语工作记忆以及在低回避动机的消极情绪下完成空间工作记忆,工作记忆成绩提高,而Stroop分数降低,这表明情绪与工作记忆的协调性受到情绪动机强度的影响。     

The assumed effects of positive feedback paired with success on motivation to do a task: The cases of characters with high and low initial levels of interest

This study investigated the effects of positive feedback paired with success on motivation to do a task, and examined whether this differed according to whether the person performing the task had a high or low initial level of interest in that task. Subjects (448 junior college students) were asked to rate (from 0–10) the level of motivation of characters in four different stories. Subjects believed that positive feedback would encourage the character to do a task regardless of initial level of interest. However, when positive feedback could not be expected, ratings for motivation fell. Ratings for motivation were further analyzed when no positive feedback could be expected, either after an earlier experience of positive feedback paired with success or after success only (no feedback). In the case of a low initial level of interest, it was assumed that motivation would be increased after positive feedback, but in the case of a high initial level of interest motivation was assumed to be decreased by an earlier experience of positive feedback paired with success. These results suggest that the effect of positive feedback paired with success will differ according to the level of a person's initial interest.     

认知负载对基于动机的情绪刺激加工的影响

结合数数任务和情绪flanker任务,探究不同认知负载条件下,高低趋近动机对情绪刺激加工的影响。结果发现：高负载组中,高趋近动机条件下,对积极目标刺激的反应显著快于消极目标刺激;低趋近动机条件下,对消极目标刺激的反应显著快于积极目标刺激。且高负载组中,各条件下的反应大多都显著慢于低负载组。低负载组中没有发现各条件之间的差异。结果表明,高负载条件下,高趋近动机促进了积极情绪刺激的加工,低趋近动机促进了消极情绪刺激的加工,高负载在一定程度上阻碍了情绪刺激的加工。