“Yes,I Can,I Feel Good,and I Just Do It!” On Gain Cycles and Spirals of Efficacy Beliefs,Affect, and Engagement

Taking Bandura's Social Cognitive Theory as our starting point, we tested how efficacy beliefs (self‐efficacy and perceived collective efficacy) reciprocally influence activity engagement (vigor, dedication, and absorption) indirectly through their impact on positive affect (enthusiasm, satisfaction, and comfort) over time. We conducted two longitudinal studies using independent samples. Study 1 is a two‐wave longitudinal field study that examines gain cycles regarding the dynamic relationships among self‐efficacy, positive affect, and work engagement in 274 secondary school teachers. Study 2 is a three‐wave longitudinal laboratory study about gain spirals in the dynamic relationships among collective efficacy beliefs, positive affect, and task engagement in 100 university students working in groups. Our findings show that: (1) efficacy beliefs reciprocally influence activity engagement indirectly through their impact on positive affect over time; (2) enthusiasm is the positive affect with the strongest effect on activity engagement; and (3) a gain spiral exists whereby efficacy beliefs increase over time due to engagement and positive affect (most notably enthusiasm). Finally, we discuss the theoretical and practical implications in terms of Social Cognitive Theory.     

Multiple imitation mechanisms in children

Four studies using a computerized paradigm investigated whether children's imitation performance is content-specific and to what extent dependent on other cognitive processes such as trial-and-error learning, recall, and observational learning. Experiment 1 showed that 3-year-olds could successfully imitate what we call novel cognitive rules (e.g., first → second → third), which involved responding to 3 different pictures whose spatial configuration varied randomly from trial to trial. However, these same children failed to imitate what we call novel motor-spatial rules (e.g., up → down → right), which involved responding to 3 identical pictures that remained in a fixed spatial configuration from trial to trial. Experiment 2 showed that this dissociation was not due to a general difficulty in encoding motor-spatial content, as children successfully recalled, following a 30-s delay, a new motor-spatial sequence that had been learned by trial and error. Experiment 3 replicated these results and further demonstrated that 3-year-olds can infer a novel motor-spatial sequence following observation of a partially correct and partially incorrect response-a dissociation between imitation and observational learning (or emulation learning). Finally, Experiment 4 presented 3-year-olds with "familiar" motor-spatial sequences that involved making a linear response (e.g., left → middle → right) as well as "novel" motor-spatial sequences (e.g., right → up → down) used in Experiments 1-3 that were nonlinear and always involved a change in direction. Children had no difficulty imitating familiar motor-spatial sequences but again failed to imitate novel motor-spatial sequences. These results suggest that there may be multiple, dissociable imitation learning mechanisms that are content-specific. More importantly, the development of these imitation systems appears to be independent of the operations of other cognitive systems, including trial and error learning, recall, and observational learning.     

Comparing the effects of differential reinforcement of other behavior and response-cost contingencies on tics in youth with tourette syndrome

Tics are rapid, repetitive, stereotyped movements or vocalizations that arise from neurobiological dysfunction and are influenced by environmental factors. Although persons with tic disorders often experience aversive social reactions in response to tics, little is known about the behavioral effects of such consequences. Along several dimensions, the present study compared the effects of two treatments on tics: response cost (RC) and differential reinforcement of other behavior (DRO). Four children with Tourette syndrome were exposed to free-to-tic baseline, DRO, RC, and quasibaseline rebound evaluation conditions using an alternating treatments design. Both DRO and RC produced substantial decreases in tics from baseline levels. No differential effects of DRO and RC contingencies were seen on self-reported stress or in the strength of the reflexive motivating operation (i.e., premonitory urge) believed to trigger tics, and neither condition produced tic-rebound effects. Implications of these findings and directions for future research are discussed.     

Gender inequality and gender differences in authoritarianism

Authoritarianism may be endorsed in part as a means of managing and buffering psychological threats (e.g., Duckitt & Fisher, 2003; Henry, 2011). Building on this research, the authors postulated that authoritarianism should be especially prevalent among women in societies with high levels of gender inequality because they especially face more psychological threats associated with stigma compared with men. After establishing that authoritarianism is, in part, a response to rejection, a psychological threat associated with stigma (Study 1), the authors used multilevel modeling to analyze data from 54 societies to find that women endorsed authoritarian values more than men, especially in individualistic societies with high levels of gender inequality (Study 2). Results show that the threats of stigma for women are not uniform across different cultures and that the degree of stigma is related to the degree of endorsement of psychologically protective attitudes such as authoritarianism.     

Teams make it work: how team work engagement mediates between social resources and performance in teams

In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by supervisor ratings. Structural equation modeling revealed that, as expected, team work engagement plays a mediating role between social resources perceived at the team level and team performance as assessed by the supervisor.     

About the dark and bright sides of self-efficacy: workaholism and work engagement

Taking the Resources-Experiences-Demands Model (RED Model) by Salanova and colleagues as our starting point, we tested how work self-efficacy relates positively to negative (i.e., work overload and work-family conflict) and positive outcomes (i.e., job satisfaction and organizational commitment), through the mediating role of workaholism (health impairment process) and work engagement (motivational process). In a sample of 386 administrative staff from a Spanish University (65% women), Structural Equation Modeling provided full evidence for the research model. In addition, Multivariate Analyses of Variance showed that self-efficacy was only related positively to one of the two dimensions of workaholism, namely, working excessively. Finally, we discuss the theoretical and practical contributions in terms of the RED Model.     

Sleep deprivation and stressors: Evidence for elevated negative affect in response to mild stressors when sleep deprived

Stress often co-occurs with inadequate sleep duration, and both are believed to impact mood and emotion. It is not yet known whether inadequate sleep simply increases the intensity of subsequent stress responses or interacts with stressors in more complicated ways. To address this issue, we investigated the effects of one night of total sleep deprivation on subjective stress and mood in response to low-stress and high-stress cognitive testing conditions in healthy adult volunteers in two separate experiments (total N = 53). Sleep was manipulated in a controlled, laboratory setting and stressor intensity was manipulated by changing difficulty of cognitive tasks, time pressure, and feedback about performance. Sleep-deprived participants reported greater subjective stress, anxiety, and anger than rested controls following exposure to the low-stressor condition, but not in response to the high-stressor condition, which elevated negative mood and stress about equally for both sleep conditions. These results suggest that sleep deprivation lowers the psychological threshold for the perception of stress from cognitive demands but does not selectively increase the magnitude of negative affect in response to high-stress performance demands. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

The Relationship Between Dysfunctional Interpersonal Tendencies, Derailment Potential Behavior, and Turnover

Managerial derailment, which includes failure in the form organizational exit, poses costly consequences for organizations. We investigated the relationship between dysfunctional interpersonal tendencies, derailment potential behaviors, and actual managerial derailment in the form of voluntary and involuntary turnover. Data were from an archival database of high-level managers working for a global retail organization, including self-report interpersonal tendencies, 360-degree feedback data, and personnel history (N?=?1,796). Managers who exhibit the dysfunctional interpersonal tendencies associated with ??moving against people?? were more likely to enact derailment potential behaviors. As a result, these managers were more likely to be fired or quit. This study advances our understanding of the managerial derailment process by providing evidence of the positive relationship between derailment potential behaviors and both voluntary and involuntary turnover as well as the potential for ??moving against?? people to result in derailment. Our results may help to inform the selection, promotion, and training strategies employed by practitioners and potentially reduce the costs associated with losing high-potential executives. This is one of the first studies to provide evidence of the relationship between derailment potential behaviors and turnover, and in a rarely obtained sample of high-level managers. Additionally, derailment potential ratings were collected before managers?? exit from the organization, thus helping to overcome retrospective bias evident in prior studies; managers who ultimately derail were perceived as having exhibited behaviors consistent with the potential to derail before organizational exit.