Eye Movements in Strategic Choice

In risky and other multiattribute choices, the process of choosing is well described by random walk or drift diffusion models in which evidence is accumulated over time to threshold. In strategic choices, level‐k and cognitive hierarchy models have been offered as accounts of the choice process, in which people simulate the choice processes of their opponents or partners. We recorded the eye movements in 2 × 2 symmetric games including dominance‐solvable games like prisoner's dilemma and asymmetric coordination games like stag hunt and hawk–dove. The evidence was most consistent with the accumulation of payoff differences over time: we found longer duration choices with more fixations when payoffs differences were more finely balanced, an emerging bias to gaze more at the payoffs for the action ultimately chosen, and that a simple count of transitions between payoffs—whether or not the comparison is strategically informative—was strongly associated with the final choice. The accumulator models do account for these strategic choice process measures, but the level‐k and cognitive hierarchy models do not. © 2015 The Authors. Journal of Behavioral Decision Making published by John Wiley & Sons Ltd.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

What good leaders actually do: micro-level leadership behaviour,leader evaluations,and team decision quality

We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders’ verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders’ behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.     

Ethical leadership resources in southern Africa's Sesotho-speaking culture and in King Moshoeshoe I

The problem addressed in this paper is the need for fresh resources for enhanced ethical leadership in South Africa and elsewhere in Africa. To respond to that problem the paper uses two valuable but insufficiently known sources from the culture of the Sesotho-speaking people of southern Africa, now found in Lesotho and much of South Africa's Free State province. The first one is a set of concepts that pertain to sound human relationships. The second one is Basotho history in the persons of the founding monarch of the Basotho nation, King Moshoeshoe I (ca. 1786–1870) and to a lesser extent his remarkable mentor, Chief Mohlomi (ca. 1720–1815). A final section of this paper draws these sources together into a set of contentions about successful leadership in which ethical quality is seen as paramount.     

Response of colony mice to intruders with different fighting experience

Six male mice placed in a large, moderately complex enclosure formed a stable dominance hierarchy in which two mice defended adjacent floor areas and the remaining four mice were subordinate and did not form territories. Intruder mice with winning or losing experience in prior paired encounters, or those with no fighting experience, were introduced individually into the colony for 30 minute periods. These intruders were attacked by the dominant members of the colony, and the fighting outcomes were strongly dependent upon the fighting experience of the intruder. Intruders with losing or no fighting experience engaged in little mutual fighting with residents, were easily defeated, and terminated attacks by engaging in subordinate behaviors. Intruders with winning experience fought vigorously with residents, attacked and, in many cases, defeated residents. These results suggest that relatively little winning experience gained in earlier paired encounters may be sufficient to overcome the various fighting advantages enjoyed by a dominant territorial holding member of a colony.     

伦理型领导、工具主义伦理气氛与员工不道德行为：内部人身份感知的调节作用

通过对379名企业员工的问卷调查,探讨伦理型领导对员工不道德行为的影响机制。结果发现：伦理型领导与工具主义伦理气氛显著负相关;组织伦理气氛在伦理型领导与不道德行为之间起部分中介作用;内部人身份感知调节了组织伦理气氛在伦理型领导与不道德行为关系的中介作用。内部人身份感知水平越高,组织伦理气氛的中介作用越强。     

如何激发员工绿色行为?绿色变革型领导与绿色人力资源管理实践的作用

鉴于当今环境问题的严峻性, 如何激发绿色行为逐渐成为社会各界关注的一个话题。本研究从绿色变革型领导和绿色人力资源管理实践两大绿色管理利器入手, 探究两者能否共同激发员工绿色行为。基于以往文献, 本研究提出两组竞争性假设：基于线索一致理论, 认为绿色变革型领导与绿色人力资源管理实践正向交互影响员工绿色行为; 此外, 基于领导替代理论, 认为绿色变革型领导与绿色人力资源管理实践负向交互影响员工绿色行为。研究1a (N = 91)和研究1b (N = 220)采用实验法, 发现绿色变革型领导与绿色人力资源管理实践发挥协同作用, 正向交互预测员工绿色行为。研究2采用问卷法, 搜集了三时点上下级配对数据(N = 173), 不仅再次支持了研究1的发现, 还进一步揭示环保目标清晰度的中介作用。以上结果支持了线索一致性理论在绿色管理领域的适用性, 并启示企业在绿色管理过程中可以软硬兼施, 联合运用绿色变革型领导和绿色人力资源管理实践两大策略。     

High school student-athletes’ perceptions and experiences of leadership as a life skill

ObjectivesThe purpose of this study was to gain student-athlete perceptions of: (1) the definition of leadership for high school student-athletes; (2) the process of leadership development in high school sport; and (3) the factors that have helped or hindered leadership transfer between high school sport and other life domains.DesignThis study was grounded in an interpretivist ontological perspective and used focus group interviews to gather insights of student-athletes’ leadership experiences.MethodPurposeful sampling identified 33 high-school student-athlete leaders who were members of student advisory councils for high school state athletic associations in the United States. The 15 females and 18 males participated in focus-group interviews. Reflexive thematic analysis of the interview data was then conducted.ResultsResults revealed that student-athlete leadership was viewed as a skill-set and a mindset, driven by individual agency. As an on-going developmental process, student-athletes gained awareness of leadership skills, increased self-expectations and self-confidence in their use and application of leadership skills, and developed a transformational leadership mindset, as they encountered and engaged with critical learning opportunities in high school sport and gained support from coaches and peers. Leadership application outside of sport was a multidimensional psychological process, including both conscious and implicit elements, and facilitated or constrained by environmental opportunities and social influences.ConclusionsHigh school sport offers a unique context where self-agentic youth leadership development in sport and life can occur through experiential learning opportunities. To this point, future research directions and recommendations for practitioners will be provided.