Why are some individuals not racially biased? Susceptibility to affective conditioning predicts nonprejudice toward blacks

Two studies investigated the psychological underpinnings of racial nonbias, defined as extremely low or null bias on measures of implicit and explicit racial attitudes. In Study 1, racially nonbiased Whites showed differential susceptibility to affective conditioning compared with subjects with greater bias. A significant two-way interaction emerged, indicating that nonbiased individuals were significantly less likely than other individuals to acquire negative affective associations to neutral stimuli in a classical conditioning paradigm, but were more likely than other individuals to acquire positive affective associations to neutral stimuli. This pattern of findings was replicated in Study 2, in which the identification of nonbiased Whites was facilitated by their nomination by an African American acquaintance. Implications for bias formation and prejudice reduction are discussed.     

Is the gap more than gender? A longitudinal analysis of gender, gender role orientation, and earnings

This study investigated the relationships among gender, gender role orientation (i.e., attitudes toward the gendered separation of roles at work and at home), and earnings. A multilevel model was conceptualized in which gender role orientation and earnings were within-individual variables that fluctuate over time (although predictors of between-individual differences in gender role orientation were also considered). Results indicated that whereas traditional gender role orientation was positively related to earnings, gender significantly predicted the slope of this relationship: Traditional gender role orientation was strongly positively associated with earnings for men; it was slightly negatively associated with earnings for women. Occupational segregation partly explained these gender differences. Overall, the results suggest that although gender role attitudes are becoming less traditional for men and for women, traditional gender role orientation continues to exacerbate the gender wage gap.     

No place to hide: the group leader's moments of shame

Shame is a powerful, universal experience; yet because of its painful, secretive nature, it often remains an underground affect for many therapists. On behalf of our patients and ourselves, we must de-stigmatize it. My aim is to further a dialogue among group therapists about processing our own shame, by openly discussing the phenomenology and dynamics of shame. Such discussion is not easy, as shame by its nature seems almost unspeakable; yet leaders, due to the group setting, are especially at risk of having shame activated. Using a self-psychological/intersubjective approach, this paper suggests how we as therapists can become cognizant of and work with our own shame. Given the dearth of experience-near accounts of the group therapist's own shame, the author provides detailed vignettes of her own experiences with shame in the clinical setting.     

Perceived similarity, proactive adjustment, and organizational socialization

The present study explores how perceived demographic and attitudinal similarity can influence proactive behavior among organizational newcomers. We propose that newcomers who perceive themselves as similar to their co-workers will be more willing to seek new information or build relationships, which in turn will lead to better long-term adjustment. Results from a three-wave field investigation of newcomer proactive behavior show that newcomer perceptions of surface-level similarity to the rest of the work group in education and gender increased proactive adjustment behavior. Contrary to our expectations, perceived similarity in terms of age decreased proactive adjustment behavior—in other words, newcomers who were significantly different from their co-workers in age engaged in more proactive adjustment behaviors. Deep-level similarity in terms of work style was associated with higher levels of role clarity, but this relationship was not mediated by proactive adjustment behavior.     

Failure is not an option for Black women: Effects of organizational performance on leaders with single versus dual-subordinate identities

We contribute to a current debate that focuses on whether individuals with more than one subordinate identity (i.e., Black women) experience more negative leader perceptions than do leaders with single-subordinate identities (i.e., Black men and White women). Results confirmed that Black women leaders suffered double jeopardy, and were evaluated more negatively than Black men and White women, but only under conditions of organizational failure. Under conditions of organizational success, the three groups were evaluated comparably to each other, but each group was evaluated less favorably than White men. Further, leader typicality, the extent to which individuals possess characteristics usually associated with a leader role, mediated the indirect effect of leader race, leader gender, and organizational performance on leader effectiveness. Taken together, these results suggest that Black women leaders may carry a burden of being disproportionately sanctioned for making mistakes on the job.