Hierarchical models for relational event sequences

Interaction within small groups can often be represented as a sequence of events, each event involving a sender and a recipient. Recent methods for modeling network data in continuous time model the rate at which individuals interact conditioned on the previous history of events as well as actor covariates. We present a hierarchical extension for modeling multiple such sequences, facilitating inferences about event-level dynamics and their variation across sequences. The hierarchical approach allows one to share information across sequences in a principled manner—we illustrate the efficacy of such sharing through a set of prediction experiments. After discussing methods for adequacy checking and model selection for this class of models, the method is illustrated with an analysis of high school classroom dynamics from 297 sessions.     

A social identity approach to explaining children's aggressive intentions

This study explored the effects of group norms, intra-group position, and age on the direct and indirect aggressive intentions of 247 children (aged 5.50 to 11.83 years). Participants were assigned to a team, with team norms (aggression vs. helping) and the child's position within the team (prototypical vs. peripheral–prototypical vs. peripheral) manipulated. Results showed that children in the aggressive norm condition reported greater aggressive intentions than those in the helping norm condition, although, when age was considered, this effect remained evident for younger, but not older, children. Similarly, intra-group position influenced the aggressive intentions of younger children only. For these children, when group norms supported aggression, prototypical members and peripheral members who anticipated a future prototypical position reported greater aggressive intentions than peripheral members who were given no information about their future position. The implications of these findings for understanding childhood aggression, and for intervention, are discussed.     

Introduction: The Role of Process Metaphysics in Our World of Science

This article applies the analytic rigor of philosophy to the vexed topic of business strategy, and uses the objective, public evidence of business strategy as an existence proof for the possibility of free will and purpose in the private realm of subjective intentionality. The first part distinguishes three types of intentionality in philosophy—purposive intentionality, referential intentionality, and the problematic intentionality of a godlike, miraculous “inner intender.” After rejecting this third type of intentionality, and noting that its rejection saves the first two types of intentionality from guilt by association, the second part draws parallels with three types of strategy in business: purposive, referential, and godlike. The first defines the goals and objectives of a company; the second picks out and targets consumers in market driven strategy; and the third, with the help of philosophical reflections, demands a rethinking of the function of leadership without reliance on a single, godlike leader. In the third part of this article, the existence proof from the public world of business is used to shed light on the possibility of intentionality in the private world of subjective intentionality. Finally, the article draws conclusions for its three audiences: for the philosophers, with credit to Nietzsche who saw it all, a greater clarity about intentionality and free will; for business people, greater clarity about the importance of purposiveness and strategic intent; and for business philosophers, a demonstration showing how—through strategy and intentionality—we can both create value and give meaning to the lives of our employees, ourselves, and our customers.     

Outcome interdependence shapes the effects of prevention focus on team processes and performance

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management.     

Separating the confident from the correct: Leveraging member knowledge in groups to improve decision making and performance

Groups often struggle to distinguish expert members from others who stand out for various reasons but may not be particularly knowledgeable (Littlepage & Mueller, 1997). We examined an intervention designed to improve group decision making and performance through instructing group members to search for information they already possessed that was relevant to a problem. Participants estimated values and expressed their confidence in their estimates individually and then a second time either individually or in a group. This was done with or without the intervention. Results indicated that: (1) groups were more confident than, and out-performed, individuals, (2) group decision making was best captured by models predicting more influence for more accurate members when the intervention was used and more influence for more confident members in its absence, and (3) groups that received the intervention out-performed groups that did not.     

Leader emotion as a catalyst of effective leader communication of visions,value-laden messages,and goals

Despite the importance that effective leader communication of visions, value-laden messages, and goals seems to have in leadership, we know very little about which leader behavior is conducive to effective persuasive communication of desired end states. The current research highlights leader emotion as useful for leaders to make followers receptive to leaders’ communicated end state. Across four experiments we found that follower performance was highest when there was a match between leader emotion and end state in terms of implied regulatory focus (promotion vs. prevention). Three of these experiments tested the proposed underlying mechanism of this pattern and found that leader enthusiasm (agitation) primed followers with promotion (prevention) focus, which in turn generated high follower performance when leaders communicated end states that sustained this focus, that is, when visions appealed to promotion (prevention); persuasive messages contained openness (conservatism) values; and when goals were defined as maximal (minimal) goals.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

In their humble opinion: How expressions of humility affect superiors’ assessments of leadership potential in the US Army

While leader humility has been linked to a number of positive outcomes, existing research speculates that expressions of humility may not be viewed positively in organizations with a highly directive or masculine culture – such as the military. Research has also suggested that men and women may be perceived differently when behaving humbly. A combination of four studies revealed that military superiors do take a positive view of humble behaviors in their subordinates, but it is not clear that humble leaders are viewed as having more potential than those who exhibit other positive leadership behaviors. Further, it appears that gender and humility interact to affect perceptions of leadership potential in the military, with humble men receiving more benefit from acting humbly than their female counterparts.     

Small Unit Leader Perceptions of Managing Soldier Behavioral Health and Associated Factors

This investigation explored squad leaders’ perceptions of their roles managing subordinate soldiers’ behavioral health (BH) needs. The data were obtained through an anonymous survey of 458 squad leaders (i.e., small unit leaders who oversee 4–10 soldiers). More than 80% of squad leaders perceived management of soldier BH needs before, during, and after treatment as their responsibility, and felt comfortable and capable of executing these roles. Latent class analysis was used to determine groups of “most active,” “moderately active,” and “least active” leaders. Multinomial logistic regression was used to compare the least and most active classes. The most active leaders were more likely to report high BH knowledge, dedication to a common purpose, and low levels of “associative” stigma. These results should inform leader management of soldier BH. Future research should examine active leader characteristics and whether evidence-based training can increase support for preventing and managing BH issues.     

Changing Parties,Changing Partisans: The Personalization of Partisan Attachments in Western Europe

This article investigates the effects of the deep transformations in the relationship between West European class‐mass parties and their electorates. Particular attention is paid to the changing nature of individuals' partisan attachments, which are hypothesized to be less rooted in social and ideological identities and more in individual attitudes towards increasingly visible partisan objects. The main objective of this article is to examine the influence of voters' attitudes towards one of these “objects”—the party leaders—in determining psychological attachments with the parties. The analysis concentrates on the two main cleavage‐based parties in Britain, Germany, Italy, and the Netherlands. The empirical findings highlight the declining ability of social identities (class and religious) to predict individual feelings of partisan attachment, as well as the growing influence of voters' attitudes towards party leaders. The concluding section points to the crucial role that political psychology can play in our understanding of democratic elections' outcomes.