Impact of aggressive humor on dysfunctional resistance

The present study examined the mediating effects of negative affect at work between abusive supervision and dysfunctional resistance, considering aggressive humor as a moderator. Two hundred and thirty-five full time working employees participated in the study. Correlational results indicated that aggressive humor was related to dysfunctional resistance. However aggressive humor was not related to negative affect at work. Aggressive humor moderated the direct path (i.e., between abusive supervision and dysfunctional resistance), but it did not moderate the indirect paths. Finally, the study found support for negative reciprocity beliefs (Gouldner, 1960). Implications for practice include an emphasis on self-awareness training for managers.     

Learning at the Margin: New Models of Strength

SUMMARY

This article was originally presented at the April, 2000 Learning from Women Conference sponsored by the Harvard Medical School and the Jean Baker Miller Training Institute. It explores the ways in which marginalization and the use of power-over maneuvers and privilege contribute to disconnection at a personal and societal level. Strength in vulnerability is proposed as an alternative to strength in isolation. The author suggests that courage is created in connection and the distorting effects of the myth of the separate-self must be challenged in order to appreciate the power of connection. This article examines specific ways to resist the disconnecting and disempowering effects of hyper-individualistic values both in and out of therapy.     

Durability and generalization of attribution-based feedback following failure: Effects on expectations and behavioral persistence

ObjectiveThis experiment investigated, following perceived failure, the immediate, long-term (i.e., durability), and cross-situational (i.e., generalization) effects of attribution-based feedback on expectations and behavioral persistence.DesignWe used a 3 × 2 (Group × Time) experimental design over seven weeks with attributions, expectations of success, and persistence as dependent measures.Method49 novice participants were randomly assigned to one of three treatment (attributional feedback) groups: (a) functional (i.e., controllable and unstable); (b) dysfunctional (i.e., uncontrollable and stable); or (c) no feedback. Testing involved three sessions, in which participants completed a total of five trials across two performance tasks (golf-putting and dart-throwing). In order to track whether the attributional manipulation conducted within the context of the golf-putting task in Session 2 would generalize to a new situation, participants performed a dart-throwing task in Session 3, and their scores were compared with those recorded at baseline (in Session 1).ResultsAnalysis of pre- and post-intervention measures of attributions, expectations, and persistence revealed that the functional attributional feedback led to more personally controllable attributions following failure in a golf-putting task, together with increases in success expectations and persistence. In contrast, dysfunctional attributional feedback led to more personally uncontrollable and stable attributions following failure, together with lower success expectations and reduced persistence. These effects extended beyond the intervention period, were present up to four weeks post intervention, and were maintained even when participants performed a different (i.e., dart-throwing) task.ConclusionsThe findings demonstrate that attributional feedback effects are durable over time and generalize across situations.