No match for money: Even in intimate relationships and collectivistic cultures,reminders of money weaken sociomoral responses

The present research tested two competing hypotheses: (1) as money cues activate an exchange orientation to social relations, money cues harm prosocial responses in communal and collectivistic settings; (2) as money can be used to help close others, money cues increase helping in communal or collectivistic settings. In a culture, characterized by strong helping norms, money cues reduced the quality of help given (Experiment 1), and lowered perceived moral obligation to help (Experiment 2). In communal relationships, money reminders decreased willingness to help romantic partners (Experiment 3). This effect was attenuated among people high on communal strength, although money cues made them upset with help requests (Experiment 4). Thus, the harmful effects of money on prosocial responses appear robust.     

Early intervention for female sexual identity disturbance: Self-monitoring of play behavior

This study is the first experimental demonstration of sex-typed play behavior change in a young girl with sexual identity disturbance. The 8-year-old child was treated with a self-monitoring procedure combined with a behavioral prompting technique that was gradually faded out. Self-monitoring in the clinic resulted in a high, stable rate of appropriate sex-typed play, and this effect generalized to a different set of sex-typed toys over time. The treatment effects did not generalize to the home environment. The self-regulation intervention was subsequently adapted to the home setting, resulting in a replication of the treatment effects across settings. After the removal of the self-monitoring interventions, a high level of feminine sex-typed play persisted. Pretreatment, posttreatment, and follow-up psychological testing demonstrated a reversal of a pronounced cross-gender identity to a normal female sexual identity.This study was supported by United States Public Health Service research grant MH29945 awarded to Dr. Rekers at the Logos Research Institute, Inc., by the National Institute of Mental Health. Appreciation is expressed to Dr. Vernon Van de Riet for his independent clinical psychological diagnosis.     

Too tired to tell the truth: Self-control resource depletion and dishonesty

The opportunity to profit from dishonesty evokes a motivational conflict between the temptation to cheat for selfish gain and the desire to act in a socially appropriate manner. Honesty may depend on self-control given that self-control is the capacity that enables people to override antisocial selfish responses in favor of socially desirable responses. Two experiments tested the hypothesis that dishonesty would increase when people’s self-control resources were depleted by an initial act of self-control. Depleted participants misrepresented their performance for monetary gain to a greater extent than did non-depleted participants (Experiment 1). Perhaps more troubling, depleted participants were more likely than non-depleted participants to expose themselves to the temptation to cheat, thereby aggravating the effects of depletion on cheating (Experiment 2). Results indicate that dishonesty increases when people’s capacity to exert self-control is impaired, and that people may be particularly vulnerable to this effect because they do not predict it.     

Autonomic correlates of attention-deficit/hyperactivity disorder and oppositional defiant disorder in preschool children

Numerous studies have revealed autonomic underarousal in conduct-disordered adolescents and antisocial adults. It is unknown, however, whether similar autonomic markers are present in at-risk preschoolers. In this study, the authors compared autonomic profiles of 4- to 6-year-old children with attention-deficit/hyperactivity disorder (ADHD) and oppositional defiant disorder (ODD; n = 18) with those of age-matched controls (n = 20). Children with ADHD and ODD exhibited fewer electrodermal responses and lengthened cardiac preejection periods at baseline and during reward. Although group differences were not found in baseline respiratory sinus arrhythmia, heart rate changes among ADHD and ODD participants were mediated exclusively by parasympathetic withdrawal, with no independent sympathetic contribution. Heart rate changes among controls were mediated by both autonomic branches. These results suggest that at-risk preschoolers are autonomically similar to older externalizing children.     

Unable to resist temptation: How self-control depletion promotes unethical behavior

Across four experimental studies, individuals who were depleted of their self-regulatory resources by an initial act of self-control were more likely to “impulsively cheat” than individuals whose self-regulatory resources were intact. Our results demonstrate that individuals depleted of self-control resources were more likely to behave dishonestly (Study 1). Depletion reduced people’s moral awareness when they faced the opportunity to cheat, which, in turn, was responsible for heightened cheating (Study 2). Individuals high in moral identity, however, did not show elevated levels of cheating when they were depleted (Study 3), supporting our hypothesis that self-control depletion increases cheating when it robs people of the executive resources necessary to identify an act as immoral or unethical. Our results also show that resisting unethical behavior both requires and depletes self-control resources (Study 4). Taken together, our findings help to explain how otherwise ethical individuals predictably engage in unethical behavior.     

How leaders self-regulate their task performance: evidence that power promotes diligence, depletion, and disdain

When leaders perform solitary tasks, do they self-regulate to maximize their effort, or do they reduce effort and conserve their resources? Our model suggests that power motivates self-regulation toward effective performance-unless the task is perceived as unworthy of leaders. Our 1st studies showed that power improves self-regulation and performance, even when resources for self-regulation are low (ego depletion). Additional studies showed that leaders sometimes disdain tasks they deem unworthy, by withholding effort (and therefore performing poorly). Ironically, during ego depletion, leaders skip the appraisal and, therefore, work hard regardless of task suitability, so that depleted leaders sometimes outperform nondepleted ones. Our final studies replicated these patterns with different tasks and even with simple manipulation of framing and perception of the same task (Experiment 5). Experiment 4 also showed that the continued high exertion of leaders when depleted takes a heavy toll, resulting in larger impairments later. The judicious expenditure of self-control resources among powerful people may help them prioritize their efforts to pursue their goals effectively.     

On keeping your enemies close: powerful leaders seek proximity to ingroup power threats

Throughout history, humans have had to detect and deflect myriad threats from their social and physical environment in order to survive and flourish. When people detect a threat, the most common response is avoidance. In the present research, the authors provide evidence that ingroup power threats elicit a very different response. Three experiments supported the hypothesis that dominant leaders seek proximity to ingroup members who pose a threat to their power, as a way to control and downregulate the threat that those members pose. In each experiment, leaders high (but not low) in dominance motivation sought proximity to an ingroup member who threatened their power. Consistent with the hypothesis that increased proximity was designed to help leaders protect their own power, the proximity effect was apparent only under conditions of unstable power (not stable power), only in the absence of intergroup competition (not when a rival outgroup was present), and only toward a threatening group member (not a neutral group member). Moreover, the effect was mediated by perceptions of threat (Experiment 1) and the desire to monitor the threatening group member (Experiment 3). These results shed new light on one key strategy through which dominant leaders try to maintain control over valuable yet potentially threatening group members. Findings have implications for theories of power, leadership, and group behavior.