The countertransference: When painful traumatic traces sustain the countertransference and reveal themselves to the psychoanalyst … 14 years later!

Although she experienced, as did the many psychoanalysts before her, the countertransferential dynamics of disgust towards a patient presenting great deficiency in terms of mentalization capacity, the author strives to understand what urged her to tolerate the patient, to invest in her and lead her to develop a capacity for internalization, after 6 years of analytic work filled with transgressive‐transferential acting‐out. Fourteen years later, she becomes aware of the way in which the revival of some grief related to traumatic traces in her own lived experience, sustained, without her knowledge, a saviour/countertransference, creating a specific transferential‐countertransferential spiral which rescued a situation whose advent could have been compromised. This could happen thanks to what she refers to as the unique inter‐relation between her and this particular patient.     

Will They or Won’t They? Secret Telling in Interpersonal Interactions

This study investigated predictors of within-gender secret telling. Eighty-eight participants were exposed to either a “positive” or a “negative” secret about another individual. Just under 20% of participants told the secret. Conscientiousness, secret condition, empathy, and the conscientiousness by secret condition interaction had effects on the rate of secret telling, χ² (5,82) = 17.78, p = .003, AIC = 80.60. Conscientiousness had a negative effect on secret telling among participants that told the “negative” secret.     

On The Exchange of Hostility With Supervisors: An Examination of Self‐Enhancing and Self‐Defeating Perspectives

We invoke competing theoretical perspectives to examine the consequences for subordinates of involvement in relationships that vary in terms of downward hostility (i.e., hostility enacted by supervisors against direct reports) and upward hostility (i.e., hostility enacted by subordinates against immediate supervisors). Consistent with the perspective that targets of downward hostility are less likely to see themselves as victims when they perform acts of upward hostility, analysis of 2‐wave data from a sample of supervised employees suggested that upward hostility weakens the deleterious effects of downward hostility on subordinates’ job satisfaction, affective commitment, and psychological distress. Study 2 directly examined the presumed mechanism that underlies the effects observed in Study 1. In a 3‐wave sample, support was found for a moderated‐indirect effect framework in which the indirect effects of downward hostility on subordinates’ attitudes and psychological distress (through victim identity) were weaker when upward hostility was higher. Study 2 results also suggested that the enhancing effect of upward hostility generalizes to subjective indicators of career satisfaction and future career expectations.     

Patterns of Force,Sequences of Resistance: Revisiting Luckenbill with Robberies Caught on Camera

Robberies are improvised encounters involving offender threat, sometimes force, and often victim resistance. While the association between threat, force, and resistance in robberies is well-established, sequential patterns are disputed due to biases of retrospective studies. To overcome these biases, we draw on CCTV camera recordings of 49 store robberies. Tentative findings suggest that lethal threat reduces victim resistance and thereby offender violence, except in robberies where offenders depend on victims in accessing the valuables. In those robberies, lethal threat increases the likelihood of victim resistance despite having no effect on offender violence. By providing more reliable and detailed accounts of real-life behavior during robberies, our analysis illustrates the potential of a newly emergent field of studies of crimes caught on camera.     

Examining Leadership With American Counseling Association Presidents: A Grounded Theory of Leadership Identity Development

In a grounded theory study, the authors examined the leadership identity development of 12 past presidents of the American Counseling Association. Using individual interviews, the authors identified 3 interactional themes that form a theoretical framework for leadership identity development: (a) influence, motivation, and support to lead; (b) leadership skills; and (c) reinforcing experiences. Implications for counselors and counselor educators are offered.