Prolactin and paternal care: comparison of three species of monogamous new world monkeys (Callicebus cupreus,Callithrix jacchus,and Callimico goeldii)

The authors explored whether prolactin is associated with paternal care in 3 monkey species: titi monkey (Callicebus cupreus), common marmoset (Callithrix jacchus), and Goeldi's monkey (Callimico goeldii). They compared prolactin levels in fathers before and after infant birth as well as between fathers and nonfathers. C. cupreus fathers carry infants almost exclusively, have higher prolactin levels than nonfathers, but show no prolactin increase after infant birth. C. goeldii fathers carry infants only after 3 weeks, show an increase in prolactin levels during the precarrying period, but do not have higher levels than nonfathers. C jacchus fathers are the primary carriers, have higher prolactin levels than nonfathers, and show a trend for a prolactin increase after the birth of infants. In conclusion, species differences in the patterns of prolactin secretion were evident and reflect the different paternal roles.     

In competitive interaction displays of red increase actors' competitive approach and perceivers' withdrawal

Colors carry meaningful psychological signals. We hypothesized that the color red serves as a powerful cue in competition, affecting both actors and perceivers. Using simplified poker games we investigated the psychological meaning of color in competitive interaction, by examining how the color of chips (red vs. blue or white) used by participants or their competitors affected behavior. Although chip color was objectively unrelated to the chips' value or competitors' strength, perceiving competitors using red chips renders competitors more intimidating, which leads perceivers to withdraw. Furthermore, actors who used red chips felt more dominant, which led them to enhanced competitive approach. Displaying red thus makes actors feel stronger and increases competitive approach; perceivers of displays of red in competitors feel intimidated and withdraw from competing.     

Followership at a distance: Follower adjustment to distal leadership during COVID-19

Leader distance theory has received scant empirical attention in the extant literature; however, the “work from home” orders associated with COVID-19 have made this theory and its empirical findings highly relevant for organizations. Our study integrates leader distance theory and followership theory to understand how follower role beliefs affect follower effort, performance, and withdrawal under physical leader distance and varying conditions of leader interaction frequency. Using a three-wave survey methodology with 260 adults working remotely, our study finds that followers' levels of effort, performance, and withdrawal were contingent on leader interaction frequency. Specifically, followers with a coproduction role orientation, who see their role as more collaborative, reported higher levels of effort under conditions of high leader interaction. Furthermore, the indirect effect of coproduction on follower performance and withdrawal via effort was moderated by leader interaction frequency. The results for followers with passive role orientations, however, were in the opposite direction. These followers reported less effort when leader interaction was high, and the mediational chain predicting performance and withdrawal was contingent on leader interaction frequency. Our study contributes to the ongoing conversation about the positive and negative effects of leader distance and positions followership characteristics as important boundary conditions of distal leadership.     

Recurrence plot analyses suggest a novel reference system involved in newborn spontaneous movements

The movements of newborns have been thoroughly studied in terms of reflexes, muscle synergies, leg coordination, and target-directed arm/hand movements. Since these approaches have concentrated mainly on separate accomplishments, there has remained a clear need for more integrated investigations. Here, we report an inquiry in which we explicitly concentrated on taking such a perspective and, additionally, were guided by the methodological concept of home base behavior, which Ilan Golani developed for studies of exploratory behavior in animals. Methods from nonlinear dynamics, such as symbolic dynamics and recurrence plot analyses of kinematic data received from audiovisual newborn recordings, yielded new insights into the spatial and temporal organization of limb movements. In the framework of home base behavior, our approach uncovered a novel reference system of spontaneous newborn movements.     

Motivated information processing, strategic choice, and the quality of negotiated agreement

The authors tested a motivated information-processing model of negotiation: To reach high joint outcomes, negotiators need a deep understanding of the task, which requires them to exchange information and to process new information systematically. All this depends on social motivation, epistemic motivation (EM), and their interaction. Indeed, when EM (manipulated by holding negotiators process accountability or not) was high rather than low and prosocial rather than proself, negotiators recall more cooperative than competitive tactics (Experiment 1), had more trust, and reached higher joint outcomes (Experiment 2). Experiment 3 showed that under high EM, negotiators who received cooperative, rather than competitive, tactics reached higher joint outcomes because they engaged in more problem solving. Under low EM, negotiators made more concessions and reached low joint outcomes. Implications for negotiation theory and for future work in this area are discussed.     

Longer-term consequences of anger expression in negotiation: Retaliation or spillover?

Negotiators often concede to angry partners. But what happens when they meet again? According to the spillover hypothesis, negotiators demand less from previously angry partners because they perceive them as tough. According to the retaliation hypothesis, negotiators demand more from previously angry partners because of negative impressions and a desire to get even. Experiment 1 showed that participants demanded less in later negotiations when their partner in a previous negotiation had expressed anger (rather than no emotion) and the later negotiation was with the same (rather than a different) partner. Consistent with the spillover hypothesis, this effect was mediated by inferences regarding the partner’s toughness. Experiment 2 showed that apologies reduce the negative effects of anger on impressions and desire for future interaction. Behavioral reactions were moderated by social value orientation: extending the established might/morality effect, prosocial participants responded cooperatively to an apology, whereas proselfs responded competitively.     

The dual pathway to creativity model: Creative ideation as a function of flexibility and persistence

The dual pathway to creativity model argues that creativity—the generation of original and appropriate ideas—is a function of cognitive flexibility and cognitive persistence, and that dispositional or situational variables may influence creativity either through their effects on flexibility, on persistence, or both. This model is tested in a number of studies in which participants performed creative ideation tasks. We review work showing that cognitive flexibility, operationalised as the number of content categories surveyed, directly relates to idea originality, but that originality can also be achieved by exploring a few content categories in great depth (i.e., persistence). We also show that a global processing mode is associated with cognitive flexibility, but only leads to high originality in tasks that capitalise on cognitive flexibility. We finally show that activating positive mood states enhance creativity because they stimulate flexibility, while activating negative mood states can enhance creativity because they stimulate persistence. Implications for theory and practice are discussed.     

Outcome interdependence shapes the effects of prevention focus on team processes and performance

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management.     

Personality in teams: Its relationship to social cohesion,task cohesion,and team performance

This study continued past research on the relationship between personality composition in teams and social cohesion and team performance (Barrick, Stewart, Neubert, & Mount, 1998). Results from the Barrick et al. sample (N = 50) were compared with data from two new samples, one comprising drilling teams in the US (N = 24), and the other comprising student teams in The Netherlands (N = 25). Furthermore, this study examined the relationship between personality composition and task cohesion, usually considered to be a stronger predictor of team performance than social cohesion. Results partly confirmed the relationships between personality composition, cohesion, and team performance that were found previously. Minimum levels of conscientiousness and agreeableness contributed positively to both task cohesion and team performance. High mean levels of extraversion and emotional stability contributed positively to social cohesion. Some results differed across the three samples, stressing the importance of task characteristics as a factor influencing relationships between team personality, team processes, and team performance. Although significant relationships were found between social cohesion, task cohesion, and performance, cohesion measures did not mediate relationships between personality composition and team performance.