Ingroup identification moderates stereotype change in reaction to ingroup deviance

An experiment (N = 98) investigated the moderating effect of ingroup identification on reactions to deviant ingroup members. We measured psychology students' level of identification with the group ‘psychologists’ and presented them with information about either a normative or deviant psychologist. Participants completed an ingroup stereotype measure either before or after reading about and evaluating the target psychologist. High identifiers expressed a more positive stereotype of the ingroup after, compared to before, reading about a deviant ingroup member. High identifiers also expressed a more positive stereotype of the ingroup after reading about a deviant than after reading about a normative ingroup member. By contrast, low identifiers' stereotype judgements were relatively unaffected by the target information. The target evaluation ratings indicate that high identifiers were more positive than low identifiers towards the normative ingroup member, but were more negative than low identifiers towards the deviant. The results point to the greater motivational demands on high identifiers to maintain a positive image of the group. Copyright © 2003 John Wiley & Sons, Ltd.     

The “True” Romantic: Benevolent Sexism and Paternalistic Chivalry

Previous research has shown that individuals high in benevolent sexism positively evaluate women who conform to traditional gender roles (e.g., Glick, Diebold, Bailey-Warner, & Zhu, 1997). In the current study, male and female participants completed the Ambivalent Sexism Inventory (Glick & Fiske, 1996) and a new measure of paternalistic chivalry, that is, attitudes that are both courteous and considerate to women but place restrictions on behavior considered appropriate for women during courtship. Consistent with our hypotheses, benevolent sexism was significantly positively related to paternalistic chivalry. Hostile sexism and participant sex were unrelated to paternalistic chivalry.     

Understanding the contribution of target repetition and target expectation to the emergence of the prevalence effect in visual search

Behavior in visual search tasks is influenced by the proportion of trials on which a target is presented (the target prevalence). Previous research has shown that when target prevalence is low (2 % prevalence), participants tend to miss targets, as compared with higher prevalence levels (e.g., 50 % prevalence). There is an ongoing debate regarding the relative contributions of target repetition and the expectation that a target will occur in the emergence of prevalence effects. In order to disentangle these two factors, we went beyond previous studies by directly manipulating participants’ expectations regarding how likely a target was to appear on a given trial. This we achieved without using cues or feedback. Our results indicated that both target repetition and target expectation contribute to the emergence of the prevalence effect.     

The relevance of being “on the same page” to succeed as a project team: A moderated mediation model

Taking a motivational approach, this study deepens the role of team members’ shared understanding of the work to be done in a project team setting. More specifically, the goal of this study is to test a second stage moderated mediation model in which the mediating role of team members’ proactive behavior in the relationship between perceived shared understanding and team performance is moderated by team adaptability. Based on a multisource and multimethod approach, data were collected from 111 teams of undergraduate and graduate students (521 participants) participating in a project management simulation. Results support the hypothesized moderated mediation model. Indeed, the results indicate that the relationship between perceived shared understanding and team performance is mediated by proactive behavior. The results also show that the relationship between proactive behavior and team performance is moderated by team adaptability. Overall, results reveal that the indirect effect of perceived shared understanding on team performance is moderated by team adaptability, such that this indirect effect is stronger when the level of team adaptability is high. In terms of practical implications, the study highlights the importance of fostering the perception of being “on the same page” in order to motivate members to be proactive and to enhance project team performance.