INTERPERSONAL PERCEPTION BETWEEN INTIMATES An Integrative Review

Despite the considerable importance often attributed to interpersonal perception between married partners, family members, and other intimates, there have been few theoretical developments that address the distinctive factors affecting perception in these contexts. This article draws upon a broad literature review to suggest how interpersonal perception between intimates may be affected by such factors as familiarity, emotionality, behavioral interdependence, and ideological beliefs about intimacy. Particular attention is given to the role of perceptual bias in intimate conflict and relationship adjustment.     

ROCKMORE ON ANALYTIC PRAGMATISM

Abstact: This article responds critically to Tom Rockmore's essay “On Classical and Neo‐Analytic Forms of Pragmatism,” which appeared in Metaphilosophy in 2005. Rockmore charges analytic pragmatism with having a conflicted epistemology, relying on incoherent appropriations of Hegel, and maintaining an unpragmatic commitment to metaphysical realism. We rebut these charges by arguing that what Rockmore sees as conflicted in analytic pragmatist epistemology is simply fallibilism, that appropriations of Hegel needn't be as global as Rockmore claims, and that commitments to metaphysical realism need not disqualify philosophers from being pragmatists.     

Women’s weekly relationship functioning and depressive symptoms

In an exploration of the links between relationship quality and depression, the extent to which women’s weekly reports of depressive symptoms vary as a function of same‐week relationship functioning was tested. A sample of 161 married or cohabiting U.S. women completed measures of relationship functioning, mood, and depressive symptoms weekly for 12 weeks. In a series of hierarchical linear models, results of within‐subject analyses indicated that depressive symptoms were negatively associated with same‐week relationship functioning. Weekly fluctuations in mood did not account for these associations. Results of between‐subjects analyses suggested that women low in stereotypical masculinity and in relationships of shorter duration are particularly likely to show increased depressive symptoms during weeks when they experience poorer relationship functioning than usual.     

Types of creativity training: Approaches and their effectiveness

Prior meta‐analytic studies have provided evidence for the effectiveness of creativity training. In the present study, 156 training programs were obtained and a content analysis was used to appraise these programs with respect to: a) cognitive processes, b) training techniques, c) media, and d) types of practice exercises. A cluster analysis was used to determine the major types of training, as reflected in these variables, and meta‐analytic data were used to assess the effectiveness of each type of training. Overall, 11 common types of training were identified, all of which appeared to have some value. However, some types of training, specifically idea production and cognitive training, proved particularly effective while some commonly applied training strategies, specifically imagery training, proved less effective. The implications of these findings for the design of creativity training are discussed.     

TIME MATTERS IN TEAM PERFORMANCE: EFFECTS OF MEMBER FAMILIARITY, ENTRAINMENT, AND TASK DISCONTINUITY ON SPEED AND QUALITY

We compared the speed and quality of performance for familiar , initially unfamiliar but continuing , and one-shot (single session) teams. We also proposed and observed entrainment effects for task time limits. Over the course of weekly sessions with changing tasks, continuing teams reached speed levels of the initially familiar teams, but the one-shot teams were consistently slower. Continuing teams also tended to have higher-quality output than the one-shot teams. There were no differences in how quickly each type of group entrained to time limits on the tasks. Entrainment was not robust to task discontinuity (Task A, then B). However, entrainment on repeated trials of a task persisted even when a different type of task "interrupted" those repeated trials (Task A, then B, then A again). Results compel a richer incorporation of time as a medium for complex task sequences, and time-based constructs as a feature of team membership in the study of group effectiveness.     

TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY

The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.     

CHALLENGE‐ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIORS AND ORGANIZATIONAL EFFECTIVENESS: DO CHALLENGE‐ORIENTED BEHAVIORS REALLY HAVE AN IMPACT ON THE ORGANIZATION'S BOTTOM LINE?

Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation‐oriented as opposed to challenge‐oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge‐oriented and affiliation‐oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited‐menu restaurants showed that the relationship between challenge‐oriented OCBs and workgroup task performance has an inverted‐U shape and is moderated by affiliation‐oriented OCBs, and that workgroup task performance completely mediated the impact of challenge‐ and affiliation‐oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge‐oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation‐oriented OCBs) are present. Implications are discussed.     

ASSESSING THE CANDIDATE AS A WHOLE: A HISTORICAL AND CRITICAL ANALYSIS OF INDIVIDUAL PSYCHOLOGICAL ASSESSMENT FOR PERSONNEL DECISION MAKING

Although individual assessment is a thriving area of professional practice in industry, it receives little, if any, attention from textbooks on industrial psychology or personnel management. This article is an attempt to establish individual assessment's place in the history of personnel selection, and to examine why the practice has survived despite receiving little attention in research and graduate training. It is argued that the clinical, holistic approach that has characterized individual-assessment practice has survived primarily because the "elementalistic" testing approach, focusing on traits and abilities, has often been dismissed as inadequate for addressing the complexities of the executive profile. Moreover, public displeasure with standard paper-and-pencil testing in the 1960s and 1970s made the holistic approach to assessment an attractive, alternative. The article contrasts individual assessment practice with the current state of knowledge on psychological assessment and personnel decision making. Like psychotherapy in the 1950s, individual psychological assessment appears to have achieved the status of functional autonomy within psychology.     

RECOGNIZING GOOD ATTENDANCE: A LONGITUDINAL, QUASI-EXPERIMENTAL FIELD STUDY

Three motivational theories (need, goal, and reinforcement) suggest that recognition programs should increase employee attendance. A 1-year, quasi-experimental field study of absenteeism was conducted at 4 manufacturing plants with a total 1,100 employees. The study compared a public recognition program for improving work attendance with 3 types of controls. The personal recognition treatment showed (a) significant decreases ranging from 29% to 52% for each quarter's baseline assessment, and (b) significant decreases when the control groups showed no decrease. Employees had favorable perceptions of the public recognition program.