Creating closeness: Discerning and measuring strategies for fostering closer relationships

This project examined the strategies people use to create closeness in personal relationships and developed a measure of closeness that can be coupled with a measure of distance to provide a measure of affiliation (degree of closeness and distance in a relationship) that incorporates both closeness and distance. Study 1 used a factor analysis of tactics people can utilize to create closeness and found three underlying strategies: openness, attention, and involvement. Studies 2 and 3 tested the items for psychometric adequacy as an index of closeness, using both student and nonstudent samples. The items performed satisfactorily. Together, these studies clarify the strategies people use to enhance closeness in relationships, and they offer a useful measure of affiliation.     

The world looks better together: How close others enhance our visual experiences

People derive a number of benefits from sharing experiences with close others. However, most research on this topic has been restricted to forms of sharing involving explicit socializing, including verbal communication, emotion expression, and behavioral interaction. In two studies, these complexities were eliminated to find out whether merely experiencing visual stimuli (photographs) simultaneously with a close other—without communicating—enhances people's evaluations of those stimuli relative to coexperiencing the same stimuli with a stranger or alone. Compared to when viewers were alone, visual scenes were enhanced (better liked and seen as more real) when coexperienced with a close other and were liked less when coexperienced with a stranger. Implications for close relationships are discussed.     

Protest,Exit, or Deviance: Adjunct University Faculty Reactions to Occupational Rank‐Based Mistreatment1

University faculty hired for short‐term contracts rated occupational rank‐based mistreatment; as well as willingness to protest, leave their position, or engage in workplace deviance. How respondents reacted to mistreatment was shaped by identification with their occupational rank and source of mistreatment (administrators or colleagues). Administrative mistreatment increased willingness to protest and engage in workplace deviance for respondents who were less identified; faculty mistreatment decreased willingness to protest. Respondents who identified more with occupational rank were less sensitive to differences in mistreatment. These data suggest that if the mistreatment source “fits” the intergroup context, people will challenge the situation, but if it does not fit respondent expectations, collective challenge is less likely, particularly among people who identify less with their group.     

Pseudo‐Transformational Leadership: Model Specification and Outcomes1

A model of pseudo‐transformational leadership was tested in 4 experiments. Pseudo‐transformational leadership is defined by self‐serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo‐transformational, and laissez‐faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men ( Fonda, Rose, & Lumet, 1957 ). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model.