The use of a resident daily scheduling procedure to increase appropriate social,ward, and scheduling behavior in adult psychiatric residents (patients)

The purpose of the present experiment was to investigate the efficacy of a goal orientation procedure in their treatment of apathy, isolation, and insufficient goal setting skills in chronic psychiatric residents. The experiment was conducted in a behaviorally-oriented deinstitutionalization program in a state psychiatric hospital. Three male and four female chronic psychiatric residents served as research participants. A group repeated measures design with four within-participant phases (ABA‘B’) was utilized. The goal orientation procedure included a written schedule that was completed by each research participant daily. This Daily Living Schedule required that a behavior be specified by the participant for every half-hour period during the day (8:30 a.m. to 9:00 p.m.). During all four phases of the experiment, research participants were observed on the ward from 8:30 a.m. to 12:00 noon and 1:00 p.m. to 5:00 p.m. for engagement in scheduled target behaviors. The daily scheduling procedure produced substantial increases in appropriate behavior such as social activities, ward jobs, and participation in treatment programs, whereas decrease were produced in inappropriate behavior such as isolation and day time sleeping.     

Visual interaction in a group of introverts and extraverts

Ten introverts and 10 extraverts were selected from a student population on the bask of their responses to the E.P.I. The groups contained 5 men and 5 women and were matched for Neuroticism. Each subject took part in two 4-minute conversations, one with a male confederate, one with a female confederate. The same two confederates were used throughout the experiment, and no attempt was made to programme any aspect of their behaviour. Two trained observers, who sat behind a one way screen situated close to the speakers, recorded the visual and speech behaviour of both subject and confederate by means of a four-channel event-recorder. The recordings were made for the last 3 minutes of each interaction. Extraverts Looked more frequently than introverts, but there were no differences between the two groups in the proportions of time spent in Looking and eye-contact, or in the mean length of Looks. Extraverts also spoke more frequently than introverts, a finding which may complement that for the number of Looks. The findings could not be explained by the behaviour of the confederates, since they behaved consistently across the two groups of subjects. The experiment is discussed with particular reference to Mobbs (1968) and Kendon and Cook (1969). Comparisons of methodology are made.     

Relations between consideration and initiating structure: Two causal relationships rather than one?

Lowin, Hrapchak, and Kavanagh (1969) manipulated independently the SBDQ dimensions of consideration and initiating structure. Data from their main study suggested a unilateral causal relationship in which increases in initiating structure led to decreases in perceived consideration. Other data, however, suggested a second causal relationship in which increases in consideration led to lower levels of perceived initiating structure. Two experiments were designed to clarify and extend the findings of Lowin et al. The data clearly showed two causal relationships rather than one. Increasing the amount of initiating structure in behavior led to a decrease in the level of perceived consideration. Increasing the amount of consideration in behavior led to a decrease in the level of perceived initiating structure, but only in one experiment. It was predicted that the findings of Lowin et al. would be replicated for subjects with low scores on Fiedler’s LPC or measures of cognitive differentiation based on Bieri’s Modified Repertory Test. These predictions were not confirmed. Implications of the data are discussed with respect to the literature on participative decision making, dual leadership, and role differentiation in small groups. (D.M. Hosking is presently serving as Visiting Research Fellow at the University of Warwick.)     

Why do Managers Engage in Trustworthy Behavior? A Multilevel Cross‐Cultural Study in 18 Countries

Drawing on theories of generalized exchange and the norm of indirect reciprocity, we conceptualize subordinates’ organizational citizenship behavior directed toward the organization (OCBO) and directed toward peers (OCBI) as antecedents of managerial trustworthy behavior and examine how managers’ affective trust in subordinates mediates this relationship. We also investigate the extent to which this mediation is moderated by the level of collectivism in a society. Data were collected from 741 managers and 2,111 subordinates in 18 countries representing all major cultural regions of the world. We find support for our hypothesized moderated mediation in that managers’ affective trust in subordinates mediates the relationships between both subordinates’ OCBO and managerial trustworthy behavior, and subordinates’ OCBI and managerial trustworthy behavior across the different countries studied. Further, managers’ affective trust in subordinates only mediates the relationships between both types of citizenship behavior and managerial trustworthy behavior when collectivism is low to medium but not when it is high. Implications for research on cross‐cultural psychology, trust, and organizational citizenship behavior are discussed.