Remedial self-fulfilling prophecy: two field experiments to prevent Golem effects among disadvantaged women

The Pygmalion effect is a self-fulfilling prophecy (SFP) in which raising leader expectations boosts subordinate performance. Although attempts to produce Pygmalion effects have been successful repeatedly among men, attempts to produce Pygmalion effects with female leaders have yielded null results. Also, only 1 experiment has demonstrated the Golem effect (i.e., negative SFP in which low leader expectations impair subordinate performance). In 2 field experiments testing the SFP hypothesis among women leading disadvantaged women, experimental leaders were led to believe that their trainees had higher than usual potential. In reality, the trainees had been assigned randomly. Manipulation checks confirmed that the treatment raised leader expectations toward experimental trainees. Analysis of variance of performance detected the predicted SFP effects in both experiments. These were the first-ever experimental confirmations of SFP among women as leaders.     

‘Too black or not black enough’: Social identity complexity in the political rhetoric of Barack Obama

The election of the first African‐American President of the United States, Barack Obama, has been widely recognised as an extraordinary milestone in the history of the United States and indeed the world. With the use of a discursive psychological approach combined with central theoretical principles derived from social identity and self‐categorisation theories, this paper analyses a corpus of speeches Obama delivered during his candidacy for president to examine how he attended to and managed his social identity in his political discourse. Building on a social identity model of leadership, we examine specifically how Obama mobilises political support and social identification by building an identity for himself as a prototypical representative of the American people, notwithstanding the protracted public debate within both the White and Black American communities that had questioned and contested Obama's identity. Moreover, we demonstrate how Obama managed the dilemmas around his identity by actively crafting an in‐group identity that was oriented to an increasingly socially diverse America—a diversity that he himself exemplified and embodied as a leader. As an ‘entrepreneur’ of identity, Obama's rhetorical project was to position himself as an exceptional leader, whose very difference was represented as ‘living proof’ of the widely shared collective values that constitute the ‘American Dream’. Drawing on social identity complexity theory, we suggest that by providing more inclusive and complex categories of civic and national identity, Obama's presidency has the potential to radically transform what it means to be a prototypical in‐group member in America. Copyright © 2012 John Wiley & Sons, Ltd.     

Effet Pygmalion en milieu organisationnel : une analyse de ses mécanismes explicatifs,effets principaux et conditions d’influence

The elusiveness of the Pygmalion effect is both fascinating and frustrating. It is probably why an important leadership phenomenon was for so long neglected by the research. Meta-analyzes identified on the Pygmalion effect in organizational environment show relatively robust effects, confirming the existence of this phenomenon. The aim of this article is to revisit the literature on the Pygmalion effect to better understand this phenomenon. Through research in the field of education and those of organizational sciences, it was possible to draw a portrait of the state of the research of the Pygmalion effect in the workplace. On the one hand, this article identifies leadership and self-efficacy as explanatory mechanisms of the Pygmalion effect. On the other hand, the text also discusses conditions that diminish or amplify this phenomenon by dividing them into three categories: (a) employee characteristics, (b) supervisor characteristics, and (c) work context.     

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。     

Supervisor Trustworthiness and Subordinates' Willingness to Provide Extra‐Role Efforts1

A laboratory experiment was used to determine the separate and joint effects of behaviors denoting supervisor trustworthiness on subordinate willingness to provide the supervisor with extra‐role efforts. Results indicate that a supervisor's demonstration of benevolence toward the subordinate outweighed the supervisor's work‐relevant ability and his or her benevolence toward the subordinate's peers in positively influencing subordinate willingness to provide the supervisor with extra‐role efforts. Also, benevolence toward the subordinate's peers moderated the effect of benevolence toward the subordinate, whereby benevolence toward the subordinate had a reduced positive effect when the supervisor was not benevolent toward the subordinate's peers.     

A step too far? Leader racism inhibits transgression credit

Prior research established that when in‐group leaders commit serious transgressions, such as breaking enforceable rules or engaging in bribery, people treat them leniently compared with similarly transgressive regular group members or out‐group leaders (‘transgression credit’). The present studies test a boundary condition of this phenomenon, specifically the hypothesis that transgression credit will be lost if a leader's action implies racist motivation. In study 1, in a corporate scenario, a transgressive in‐group leader did or did not express racism. In study 2, in a sports scenario, an in‐group or out‐group leader or member transgressed rules with or without a racist connotation. Both studies showed that in‐group transgressive leaders lost their transgression credit if their transgression included a racial connotation. Wider implications for constraining leaders' transgressions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Eschatology and Theology of Hope: The Impact of Gaudium et Spes on the Thought of Edward Schillebeeckx

Before the Second Vatican Council, Edward Schillebeeckx O.P. (1914–2009) had begun to reassess and the role and nature of eschatology as a discipline within Catholic theology. He began to formulate an early theology of hope in the 1950s which he would later develop quite extensively. His reflections during the Council on the famous draft of Gaudium et Spes, and on the finished document reveal the urgency of rethinking the essential relationship between ‘church’ and ‘world’. This article examines the impact of Gaudium et Spes on Schillebeeckx's work in two aspects. First, the way that it helped to orient his eschatological thought towards an emphasis on the ‘future’. The distance between the ‘already’ and the ‘not yet’, coupled with the essential place of creation as the site of God's salvific activity in history, began to push Schillebeeckx towards an eschatological and primarily future‐oriented understanding of Christian praxis and preaching. Second, this article will examine the anthropology that Schillebeeckx reads from Gaudium et Spes and the way in which a ‘new image’ of humanity, in light of a future‐oriented eschatology, contributed to his attempts to rethink the tension between ‘church’ and ‘world’.     

The Influence of Leader’s Spiritual Values of Servant Leadership on Employee Motivational Autonomy and Eudaemonic Well-Being

This research examined the role of leader’s spiritual values in terms of the “servant leadership” in the process of promoting employee’s autonomous motivation and eudaemonic well-being. Sample consists of 265 Chinese supervisor-subordinate dyads recruited from a variety of industries in Taiwan. Spiritual values perceived by the subordinates, as well as the discrepancy between leader-subordinate perceptions, but not the leader’s self-perceptions of spiritual values, were found to contribute significantly beyond transactional leadership in predicting subordinate motivational autonomy and eudaemonic well-being, and subordinate autonomous motivations fully mediates the relationship between spiritual values and eudaemonic well-being.     

Leader performance and prototypicality: Their inter‐relationship and impact on leaders' identity entrepreneurship

Research has demonstrated that leader performance and leader prototypicality are both predictors of leader endorsement. While performance and prototypicality have generally been considered to be independent, this paper suggests that performance and prototypicality are interdependent and have a bi‐directional impact both on each other and on leaders' capacity to engage in identity entrepreneurship (i.e., to define shared group norms and ideals). Two experimental studies indicate that followers infer leaders' prototypicality from their performance and that a leader's prototypicality determines perceptions of performance (indicating reversed causality). Moreover, there is evidence that both performance and prototypicality enhance leaders' capacity to act as identity entrepreneurs. These findings extend our understanding of the mutually dependent causal relationship between followers' perceptions that a leader is ‘one of us’ and that he or she is ‘doing it well’. They also provide the first experimental evidence that these factors are joint determinants of leaders' identity entrepreneurship. Copyright © 2013 John Wiley & Sons, Ltd.     

Some Surprising Implications of Negative Retributivism

Negative retributivism is the view that though the primary justifying aim of legal punishment is the reduction of crime, the state's efforts to do so are subject to side‐constraints that forbid punishment of the innocent and disproportionate punishment of the guilty. I contend that insufficient attention has been paid to what the side‐constraints commit us to in constructing a theory of legal punishment, even one primarily oriented toward reducing crime. Specifically, I argue that the side‐constraints limit the kinds of actions that are appropriately criminalised, the kinds of beings who are appropriately liable to legal punishment, and the absolute and comparative severity of sanctions. I also argue that a third retributive constraint is needed, one which I term a ‘non‐degradation constraint’. According to this third constraint, in our efforts to reduce crime, we must avoid treating offenders as non‐moral beings and ensure that punishment does not atrophy or erode the complex capacity for moral responsibility. When this third constraint is combined with the persuasive instrumental case for promoting the moral responsiveness of offenders, the result is an approach to crime reduction that is quite different from ones which emphasise general deterrence and incapacitation. In the closing section, I broach the question whether negative retributivism has been appropriately characterised in the literature on legal punishment.     

Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes

This study proposed that leader–member exchange (LMX) might encourage an employee to define job breadth close to or beyond the level of his/her supervisor's expectation (enlargement effect), while simultaneously fostering a reduction in supervisor–subordinate definition discrepancy on job content (congruence effect). Using data from 184 subordinate–supervisor dyads in Taiwan, we examined the relationships among LMX, job definition discrepancy, in‐role/extra‐role behaviour, and performance rating. Results showed that LMX was positively related to employee relative job breadth and the supervisor–subordinate congruence on job content, supporting the existence of enlargement effect and congruence effect. Additionally, employee relative job breadth was positively related to extra‐role behaviour and the congruence on job content was positively related to in‐role behaviour. However, neither in‐role nor extra‐role behaviour was related to performance rating. Theoretical and practical implications are discussed.     

“If a girl doesn't say ‘no’…”: young men,rape and claims of ‘insufficient knowledge’

Most psychological theories of rape tend to stress factors internal to both rapists and their victims in accounting for the phenomenon. Unlike such theories, social psychological and feminist accounts have drawn attention to social and cultural factors as productive of rape, and have criticized psychological accounts on the grounds that they often serve, paradoxically, to cement pre‐existing ‘common‐sense’. In this paper we examine the ways in which young Australian men draw upon widely culturally shared accounts, or interpretative repertoires, of rape to exculpate rapists. In particular, we discuss the reliance placed on a ‘lay’ version of Tannen's 1992 ‘miscommunication model’ of (acquaintance) rape and detail the use of this account—the claim that rape is a consequence of men's ‘not knowing’—as a device to accomplish exculpation. Implications of our methods for capturing young people's understanding of sexual coercion, rape and consent, and for the design of ‘rape prevention’ programmes, are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same‐gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates. Interpersonal sensitivity is important for good leadership: It is expected from leaders, and it contributes to increased subordinate satisfaction.     

‘Of the group’ and ‘for the group’: How followership is shaped by leaders' prototypicality and group identification

Previous research has focused on the importance of leaders being seen to be of the group (i.e. to be prototypical of a group) but less on the impact of leaders' own degree of identification with the group. Also, little is known about the combined impact of leader prototypicality and leader identification on followers' responses. This paper reports two studies that address these lacunae. Study 1 shows experimentally that perceived leader identification and prototypicality interact to determine followers' personal identification with leaders and their perceptions of leader charisma. Findings indicate that high identification can compensate for low prototypicality such that high‐identified leaders are able to inspire followership when leaders are low prototypical. Study 2 replicates these findings in the field by examining followers' responses to workgroup leaders. In addition, results demonstrate that the aforementioned responses are more pronounced for highly identified followers. The present research extends social identity theorizing by demonstrating that leaders' inability to inspire followership derives as much from their failure to project a sense of ‘we’ and ‘us’ as part of their self‐concept as from a failure to exemplify group‐typical attributes. Copyright © 2015 John Wiley & Sons, Ltd.     

Constructing the collective unconscious

Abstract: Innovative attempts at collating Jungian analytical psychology with a range of ‘post‐modern’ theories have yielded significant results. This paper adopts an alternative strategy: a Lacanian vantage point on Jungian theory that eschews an attempt at reconciling Jung with post‐structuralism. A focused Lacanian gaze on Jung will establish an irreducible tension between Jung's view of archetypes as factors immanent to the psyche and a Lacanian critique that lays bare the contingent structures and mechanisms of their constitution, unveiling the supposed archetypes’a posteriori production through the efficacy of a discursive field. Theories of ideology developed in the wake of Lacan provide a powerful methodological tool allowing to bring this distinction into focus. An assembly of Lacan's fragmentary accounts of Jung will be supplemented with an approach to Jungian theory via ?i?ek's Lacan‐oriented theory of the signifying mechanism underpinning ‘ideology’. Accordingly, the Jungian archetype of the self, which is considered in some depth, can begin to be seen in a new light, namely as a ‘master signifier’, not only of Jung's academic edifice, but also —and initially—of the discursive strategies that establish his own subjectivity. A discussion of Jung's approach to mythology reveals how the ‘quilting point’ of his discourse comes to be coupled with a correlate in the Real, a non‐discursive ‘sublime object’ conferring upon archetypes their fascinating aura.     

The place of Buddhism in Santayana's moral philosophy

Within the moral philosophy of the Spanish‐American philosopher George San‐tayana (1863–1952), reference to Buddhism becomes an essential feature in his formulation of the notion of post‐rational morality, which is that ‘phase’ of morality which involves an effort to subordinate all precepts to one that points to some single eventual good. Post‐rational morality is synonymous with the spiritual life, an essential feature of which is detachment; and this is why the Buddhists can be said to be the ‘true masters’ of the subject. Santayana's claim that Buddhism “suffers from a fundamental contradiction” can also be seen as an opportunity for us to deepen our own understanding of that philosophy.     

Understanding the mechanisms underlying the other-‘race’ effect: An attempt at integrating different perspectives

Although different human races do not exist from the perspective of biology and genetics, ascribed ‘race’ influences psychological processing, such as memory and perception of faces. Research from this Special Issue, as well as a wealth of previous research, shows that other-‘race’ faces are more difficult to recognize compared to own-‘race’ faces, a phenomenon known as the other-‘race’ effect. Theories of expertise attribute the cause of the other-‘race’ effect to less efficient visual representations of other-‘race’ faces, which results from reduced visual expertise with other-‘race’ faces compared to own-‘race’ faces due to limited contact with individuals from other ‘racial’ groups. By contrast, social-cognitive accounts attribute the cause of the other-‘race’ effect to reduced motivation to individuate other-‘race’ faces compared to own-‘race’ faces. Evidence for both types of theories is still mixed, but progress in understanding the phenomenon has also been hampered by the fact that there has been little crosstalk between these accounts, which tend to be rooted in separate domains of experimental perception science and social psychology, respectively. To promote an integrative perspective on current knowledge on own- versus other-‘race’ face processing, the present Special Issue bridges different psychological subdisciplines, showcasing research using a large variety of methodological approaches and measures. In this guest editorial, we briefly highlight individual contributions to this Special Issue and offer what we see as important avenues for future research on the other-‘race’ effect.     

Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being

This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time‐urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self‐perceived status as a moderator of this linkage. Moreover, we enrich this leader‐centric perspective with a complementary, more follower‐centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well‐being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.     

Four Core Social‐Psychological Motivations to Undertake Collective Action

Collective action against collective disadvantage is a theoretically and socially relevant phenomenon that has received increased scientific attention in recent years. Because recent work combines different theoretical traditions, the last decade can be rightly called an ‘age of integration’. In this article, I take stock and look ahead by briefly reviewing four core social‐psychological motivations for undertaking collective action (based on identity, morality, emotion, and efficacy). I then review recent accumulating evidence for an encompassing social‐psychological model of collective action that integrates all four core motivations. Based on this model's shortcomings, I close by calling for an ‘age of innovation’ for which I propose a theoretical and research agenda.     

Freedom and the psychoanalytic ontology of quantum physics

Jung's paper ‘Synchronicity – an acausal connecting principle’, defining the phenomenon as a ‘meaningful’ coincidence depending on archetypal activation, was published in 1952, together with a conceptually related piece by physicist and Nobel Laureate Wolfgang Pauli entitled, ‘The influence of archetypal ideas on the scientific theories of Kepler’. Slavoj ?i?ek, in The Indivisible Remainder: On Schelling and Related Matters, suggests that, in contrast to any notion of a ‘pre‐modern Jungian harmony’, the main lesson of quantum physics was that not only was the psychoanalytic, empty subject of the signifier constitutively out‐of‐joint with respect to the world, but that the Real in itself was already incomplete, out‐of‐joint, ‘not‐all’. Yet while ?i?ek frequently tries to separate Jung from his own ontology, this paper shows that his ontology is not as different as he suggests. Consistent with our earlier publications on Jung and Zizek, a closer investigation reveals an underlying congruence of both of their approaches. In this paper we show that this affinity lies in the rejection by both Jung and ?i?ek of the ideology of reductive materialism, a rejection that demonstrably draws on quantum physics in similar ways. While Jung posits an inherently meaningful universe, ?i?ek attempts to salvage the freedom of human subjectivity by opposing his Lacanian ‘dialectical materialism’ to reductive materialism.