分散空间注意条件下客体特征一致性对视觉特征错觉性结合的影响

本研究通过设置对空间注意资源的分配实施强行操作的情形下,探讨了主、次作业客体形状一致性和次作业客体间距对乏空间注意区次作业客体颜色、形状特征的检测及对特征错觉性结合的影响。实验结果表明：（１）分散空间注意使次作业区域注意减弱,对客体及其颜色和形状特征的识别均产生明显影响．而且对形状的影响又大于颜色;（２）特征错觉性结合率,主、次作业客体形状一致时比客体形状不一致时明显增大;（３）次作业客体间距对特征错觉性结合率无明显影响,但客体形状一致性和客体间距之间存在明显交互作用．     

Understanding attraction in formal mentoring relationships from an affective perspective

Despite the critical role affect can play in mentoring, a type of close relationships in the workplace, affect has not received much attention in existing mentoring research. Drawing upon Byrne's affect-centered model of attraction, we examined the relationships among mentors' moods during their interaction with protégés, mentors' liking of protégés, and mentoring support received by protégés. Moreover, we also examined the moderating effect of protégés' emotional intelligence (EI) on the relationship between mentors' moods and liking. Based on data collected from 237 ongoing formal mentoring dyads, we found that mentors' positive moods were positively related, and negative moods were negatively related, to mentoring support received through mentors' liking. Furthermore, protégés' EI only moderated the positive relationship between mentors' positive moods and liking such that the positive relationship was stronger for protégés low on EI. Theoretical and practical implications of the findings are discussed.     

Stereotype activation is unintentional: Behavioural and event‐related potenials evidence

In this study, a priming Stroop paradigm was used to determine whether stereotype activation is unintentional. Priming conditions (priming/no‐priming) and the relationship between priming and target (consistent/inconsistent/no‐relation) were the independent variables; accuracy, reaction time and N400 amplitude were used as dependent variables. The reaction time revealed that stereotype activation is, to some extent, unintentional. Furthermore, the event‐related potenial (ERP) results showed that N400 amplitude was larger for inconsistent conditions than for consistent conditions. This result supported the notion that stereotype activation is an unintentional and automatic process.     

Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta‐Analytic Investigation Based on Upper Echelons Theory

What roles do CEOs play in firm performance? To address this question, the management field has accumulated a substantial amount of research over the past 3 decades built on upper echelons theory (UET), which posits that CEO characteristics manifest in firm strategic actions and, in this way, future firm performance. Hence, there is a need to systematically amass and take stock of prior empirical findings for UET testing and development. We use meta‐analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance. Based on 308 studies, meta‐analytic results generally support UET's predictions with a few exceptions: CEO characteristics (i.e., tenure, formal education, prior career experience, and positive self‐concept) are significantly associated with firm strategic actions, which in turn are significantly related to future firm performance. Moreover, CEO characteristics (i.e., age, tenure, formal education, and prior career experience) are positively related to future firm performance. In addition, fine‐grained analyses have revealed interesting and important relationships between specific measures of CEO characteristics (e.g., CEO prior task experience) and firm outcomes (e.g., firm strategic actions that match with CEO prior task experience). Implications for theory, future research, and practice are discussed.     

The modality effect of ego depletion: Auditory task modality reduces ego depletion

An initial act of self‐control that impairs subsequent acts of self‐control is called ego depletion. The ego depletion phenomenon has been observed consistently. The modality effect refers to the effect of the presentation modality on the processing of stimuli. The modality effect was also robustly found in a large body of research. However, no study to date has examined the modality effects of ego depletion. This issue was addressed in the current study. In Experiment 1, after all participants completed a handgrip task, one group's participants completed a visual attention regulation task and the other group's participants completed an auditory attention regulation task, and then all participants again completed a handgrip task. The ego depletion phenomenon was observed in both the visual and the auditory attention regulation task. Moreover, participants who completed the visual task performed worse on the handgrip task than participants who completed the auditory task, which indicated that there was high ego depletion in the visual task condition. In Experiment 2, participants completed an initial task that either did or did not deplete self‐control resources, and then they completed a second visual or auditory attention control task. The results indicated that depleted participants performed better on the auditory attention control task than the visual attention control task. These findings suggest that altering task modality may reduce ego depletion.     

Building a cognitive map by assembling multiple path integration systems

Path integration and cognitive mapping are two of the most important mechanisms for navigation. Path integration is a primitive navigation system which computes a homing vector based on an animal’s self-motion estimation, while cognitive map is an advanced spatial representation containing richer spatial information about the environment that is persistent and can be used to guide flexible navigation to multiple locations. Most theories of navigation conceptualize them as two distinctive, independent mechanisms, although the path integration system may provide useful information for the integration of cognitive maps. This paper demonstrates a fundamentally different scenario, where a cognitive map is constructed in three simple steps by assembling multiple path integrators and extending their basic features. The fact that a collection of path integration systems can be turned into a cognitive map suggests the possibility that cognitive maps may have evolved directly from the path integration system.     

The cost of seeing the meaning: Conceptual processing of distractors triggers localized target suppression

It is often assumed that conceptual information impacts visual experience only after perceptual information has been extracted. However, the present study suggests that conceptual processing can interfere with perceptual processes, as reflected in target perception impairments that are specific to the location of conceptually salient distractors. Experiment 1 replicated previous findings that emotional distractors in a rapid serial visual presentation cause a spontaneous, spatially localized impairment in target perception, further finding that distractors that are merely featurally salient do not. Experiment 2 suggested that conceptually salient distractors that are non-emotional also elicit such spatially localized impairments, which are shorter lived than those following emotional distractors. Experiment 3 suggested that featurally salient distractors that are not conceptually salient engage a different, spatial attention mechanism. Together, these findings suggest that, whereas featurally salient distractors can capture spatial attention, conceptual distractors additionally engage mechanisms that suppress spatiotemporally competing targets.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

The impact of surface acting on coworker-directed voluntary workplace behaviours

The effects of emotional labour, that is, managing one’s emotions for work, not only predict a range of intrapersonal and organizational outcomes but can also spillover to affect non-work relationships. Despite this, relatively little is known about whether the performance of surface acting affects behaviours towards more proximal organizational members, how this occurs, and the role of supportive relationships in influencing this relationship. In this article, we examine the relationships between surface acting, state positive and negative affect, and co-worker support on co-worker-directed interpersonal behaviours in the workplace. Survey data collected at multiple time points suggest a moderated mediation model, in which surface acting interacts with co-worker support to influence employees’ voluntary behaviours through state affect. Specifically, our findings suggest that surface acting increases subsequent engagement in deviance behaviours by increasing the experience of negative affective states, especially when co-worker support is low. Surface acting also decreases the subsequent engagement of organizational citizenship behaviour through decreasing the experience of positive affective states. We conclude with a discussion of how surface acting can consequently lead to negative spirals in the organization and the implications of this for practice.