A randomized clinical trial of a population- and transtheoretical model-based stress-management intervention.

Stress has been associated with a variety of chronic and acute conditions and with higher use of health care services. This research reports on 18-month outcomes of a randomized clinical trial of a stress-management program based on the transtheoretical model (TTM; J. O. Prochaska & C. C. DiClemente, 1986). A national sample of 1,085 individuals participated (age range = 18-91 years, M = 55.33; 68.9% female, 31.1% male; 84.8% Caucasian; 15.2% non-Caucasian). Both the treatment and control groups received assessments at 0, 6, 12, and 18 months. In addition to the assessments, the treatment group received 3 individualized reports (0, 3, 6 months) and a manual. The 18-month assessment was completed by 778 individuals (72%). A random effects model indicated that participants completing the study in the treatment group had significantly more individuals reporting effective stress management at follow-up time points than did completers in the control group. Results also indicate that the intervention had significant effects on stress, depression, and specific stress-management behaviors. Results provide evidence for the effectiveness of this TTM population-based stress-management intervention.     

A motivated information processing perspective on the antecedents of empowering leadership

Empowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.     

Perceived control,depressive symptomatology,and professional burnout: A review of the evidence

This article examines the extent to which self-reported emotional eating is a predictor of unhealthy snack consumption or, alternatively, an expression of beliefs about the relation between emotions and eating derived from concerns about eating behaviour. Three studies were conducted. Study 1 (N = 151) and Study 2 (N = 184) investigated the predictive validity of emotional eating compared to habit strength in snack consumption, employing 7-day snack diaries. Both studies demonstrated that snack consumption was not predicted by emotional eating but depended on the habit of unhealthy snacking and on restraint eating. As emotional eating was not a significant predictor of snack intake, Study 3 addressed the alternative hypothesis of emotional eating being an expression of concerns about eating behaviour. Results from this cross-sectional survey (N = 134) showed that emotional eating was significantly associated with several concerns. Together, these studies show that snack intake is better predicted by habit strength and restraint eating than by emotional eating. Additionally, the results suggest that in normal-weight women the concept of emotional eating may not capture the tendency to eat under emotional conditions, but rather reflects beliefs about the relation between emotions and eating.     

The social identity theory of leadership: Theoretical origins,research findings,and conceptual developments

Over the past decade the social identity theory of leadership (Hogg, 2001a; Hogg & van Knippenberg, 2003) has reinvigorated social psychological research on leadership by reconnecting leadership to the social psychology of influence, and by explicitly elaborating on the (social) identity function, and associated social cognitive and social interactive processes, associated with leadership. The main tenet is that group prototypical leaders are better supported and more trusted, and are perceived as more effective by members than are less prototypical leaders; particularly when group membership is a central and salient aspect of members’ identity and members identify strongly with the group. This hypothesis has attracted unequivocal support across numerous studies, research teams, and research paradigms. In this article we describe the social identity theory of leadership and its conceptual origins, and overview the state of evidence. The main focus of the article is on new conceptual developments and associated empirical advances; including the moderating roles of uncertainty, group innovation and creativity, deviance, “norm talk”, charisma, fairness, as well as the extension of the social identity theory of leadership to an intergroup context. Throughout we identify directions for future empirical and conceptual advances.     

Pedagogies of piety: Comparing young observant Muslims and Christians in the Netherlands

In this article, I compare the active religious engagement found among many of today's young Dutch Muslims and Christians. I show that such comparison requires a move beyond the separate frameworks through which these groups are commonly perceived, found both in widely shared public discourses (‘allochthons’ versus ‘autochthons’) and in academic research (minority studies versus the sociology of religion). In their stead, this comparative analysis examines in what ways both groups give shape to observant religious practice in the shared context of contemporary Dutch society. Based on ethnographic fieldwork, I show that young Christians as well as Muslims participate in social settings of religious pedagogy, where they are encouraged to attain, sustain and improve personal piety in today's pluralist Dutch society. Such social participation does not preclude, but rather comes together with a strong emphasis on reflexivity and authenticity.     

Passive responses to interpersonal conflict at work amplify employee strain

Interpersonal conflict at work correlates with stress related outcomes such as psychological strain and exhaustion. Consistent with conflict theory, we argued that this relationship is moderated by the way conflict is managed. Cross-sectional data collected in The Netherlands, from students with part-time jobs (Sample 1, n = 104), healthcare workers (Sample 2, n = 191), and mid-level administrative personnel (Sample 3, n = 161) indeed revealed that conflict was related to psychological strain and exhaustion especially when interpersonal conflict was managed passively (through avoiding and yielding). Active conflict management strategies (forcing and problem solving) did not moderate the relationship between interpersonal conflict and employee strain. Implications for conflict theory, for future research, and for practice are discussed.     

Fostering team creativity: Perspective taking as key to unlocking diversity's potential

Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking. We propose that perspective taking helps realize the creative benefits of diversity of perspectives by fostering information elaboration. Results of a laboratory experiment support the hypothesized interaction between diversity and perspective taking on team creativity. Diverse teams performed more creatively than homogeneous teams when they engaged in perspective taking, but not when they were not instructed to take their team members' perspectives. Team information elaboration was found to mediate this moderated effect and was associated with a stronger indirect effect than mere information sharing or task conflict. Our results point to perspective taking as an important mechanism to unlock diversity's potential for team creativity. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Social power makes the heart work more efficiently: Evidence from cardiovascular markers of challenge and threat

Possessing social power is beneficial for a wide range of physical and psychological outcomes. In the current research we test the hypothesis that the mere activation of high social power elicits an efficient cardiovascular pattern (challenge) while the activation of low social power elicits an inefficient cardiovascular pattern (threat; Blascovich, 2008a, Blascovich, 2008b). Results from two experiments (one using power priming and one involving role playing) provide evidence for this hypothesis and are discussed in terms of the embodiment of power, the power-approach relationship, and further implications for the relation between power and health.