What Are You Really Saying? Associations between Shyness and Verbal Irony Comprehension

Verbal irony exploits the ambiguity inherent in language by using the discrepancy between a speaker's intended meaning and the literal meaning of his or her words to achieve social goals. Irony provides a window into children's developing pragmatic competence. Yet, little research exists on individual differences that may disrupt this understanding. For example, verbal irony may challenge shy children, who tend to interpret ambiguous stimuli as being threatening and who have difficulty mentalizing in social contexts. We examined whether shyness is related to the interpretation of ironic statements. Ninety‐nine children (8–12 year olds) listened to stories wherein one character made either a literal or ironic criticism or a literal or ironic compliment. Children appraised the speaker's belief and communicative intention. Shyness was assessed using self‐report measures of social anxiety symptoms and shy negative affect. Shyness was not related to children's comprehension of the counterfactual nature of ironic statements. However, shyness was related to children's ratings of speaker meanness for ironic statements. Thus, although not related to the understanding that speakers intended to communicate their true beliefs, shyness was related to children's construal of the social meaning of irony. Such subtle differences in language interpretation may underlie some of the social difficulties facing shy children. Copyright © 2012 John Wiley & Sons, Ltd.     

Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

How does higher in‐group social value lead to positive mental health? An integrated model of in‐group identification and support

Previous research has indicated that the effects of in‐group social value on mental health are mediated by the extent to which individuals identify with their in‐group. Other research has shown that in‐group identification leads to positive mental health because it provides in‐group members with a psychological basis for social support. We examine how the individual's perception of the social value of the in‐group leads to positive mental health, integrating the effects of identification with and support from the in‐group. As predicted, the relationship between higher social value and decreased mental health (e.g. depression, perceived stressful events) is mediated by higher in‐group identification, which in turn leads the members to expect support from the in‐group but not the out‐group. An integrated model of the effects of perceived in‐group social value, identification, and support on mental health is proposed, and the implications are discussed.