Visualizing and Visualizing Representations

Opponents of “the dependency thesis” (the view that when we visualize an F what we do is imagine seeing an F) have used an analogy between visualizing and viewing visual representations to bolster their skepticism. This article explores this analogy and argues that when we set out to visualize an F, sometimes what we visualize is either (1) influenced by our prior exposure to visual representations of an F or (2) best described as a visual representation of an F. The ramifications of this are explored, both in the light of arguments over the dependency thesis, and also in the light of the surprising data that suggest that at least during the 1940s and 1950s, people dreamed in black and white.     

Linkages Between Racioethnicity,Appraisal Reactions,and Employee Engagement

Because diversity is vital to many businesses, it is important to understand prospective racioethnic differences in employee engagement. Using survey data collected from a large (N = 5,537), diverse sample of retail employees, we found that more favorable appraisal reactions corresponded with more favorable psychological diversity climate perceptions; thus, higher levels of engagement. This indirect relationship was significantly stronger for ethnic minority employees (Blacks and Hispanics) than for White employees, indicating that members of traditionally disadvantaged groups respond differently to perceptions of appraisal systems. Finally, an exploratory assessment found that the hypothesized effects for racioethnicity do not generalize to sex, as the indirect effect of appraisal reactions on engagement was slightly, but not significantly stronger for women than for men.     

HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.     

Negative internal causal attributions of a specific offense and forgiveness

Causal attributions are important social‐cognitive predictors of forgiveness. This article presents the Transgression Attribution Questionnaire (TAQ), a measure of one's negative internal causal attributions of a specific offense. In 4 studies, scores on the TAQ showed initial evidence of estimated internal consistency, temporal stability, and construct validity. Negative internal attributions for the cause of a transgression predicted lower levels of empathy and forgiveness. Furthermore, scores on the TAQ predicted forgiveness over and above the hurtfulness of the offense, relationship commitment, and a general measure of internal causal attributions in relationships. The current research bridges research on internal causal attributions and forgiveness. Implications for the social‐cognitive study of forgiveness and the measurement of causal attributions are discussed.