Response error and processing biases in confidence judgment

Previous studies showed that random error can explain overconfidence effects typically observed in the literature. One of these studies concluded that, after accounting for random error effects in the data, there is little support for cognitive‐processing biases in confidence elicitation. In this paper, we investigate more closely the random error explanation for overconfidence. We generated data from four models of confidence and then estimated the magnitude of random error in the data. Our results show that, in addition to the true magnitude of random error specified in the simulations, the error estimates are influenced by important cognitive‐processing biases in the confidence elicitation process. We found that random error in the response process can account for the degree of overconfidence found in calibration studies, even when that overconfidence is actually caused by other factors. Thus, the error models say little about whether cognitive biases are present in the confidence elicitation process. Copyright © 2008 John Wiley & Sons, Ltd.     

Defining, Measuring, and Comparing Organisational Cultures

La littérature portant sur la culture des organisations souffre d'un manque manifeste d'enquêtes extensives débouchant sur des études comparatives. Afin de rendre plus comparables les cultures organisationnelles, nous proposons une définition et une série de dimensions. La culture organisationnelle renverrait aux perceptions communes des pratiques de travail dans le cadre des unités constitutives des organisations. A l'examen d'études empiriques, les cinq dimensions suivantes nous sont apparues: autonomie, orientation externe, coordination interdépartementale, orientation vers les ressources humaines et orientation vers le développement. L'utilisation de cette définition et de ces dimensions générales devrait faciliter la comparaison des cultures organisationnelles et l'accumulation de résultats.
Within the body of organisation culture literature, there is a conspicuous absence of large-scale studies reporting on comparative studies. In order to increase comparability of organisational cultures we propose a definition and a set of dimensions. Organisational culture is defined as shared perceptions of organisational work practices within organisational units. On the basis of empirical studies we discerned the following five dimensions: autonomy, external orientation, interdepartmental coordination, human resource orientation, and improvement orientation. Use of this definition and a set of such generic dimensions would facilitate the comparison of organisational cultures and the accumulation of research findings.     

‘He's got his father's bias’: Parental influence on weight bias in young children

Our aim was to explore the role of parents in the transmission of stereotypical body size attitudes and awareness of weight loss strategies to preschool children. Participants were 279 3‐year‐old children and their parents, who provided data at baseline and 1 year later. Parents completed self‐report body size attitude and dieting measures. Child weight bias and awareness of weight loss strategies were assessed through interview. Over time, negative associations with large bodies and awareness of weight loss strategies increased. Fathers’ attitudes prospectively predicted boys’ weight bias and awareness of weight loss strategies. Among girls, parental attitudes were less predictive. Findings confirm the importance of fathers in the development of boys’ body attitudes and inform prevention programmes.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.