Prejudice Against a Progay Man in an Everyday Situation: A Scenario Study1

A scenario study was performed to investigate whether people in the street would be less likely to respond positively to a stranger's request for a small favor if the stranger wore a T-shirt bearing a progay slogan. One hundred and eighteen female and 112 male participants were each presented with six scenarios, all of which asked them to imagine being approached by a person requesting change for a banknote. The dependent variable in the study was the participant's judgment, on a 7-point scale, of how likely he or she would be to help. Five of the scenarios were included as distractors. In the critical scenario, the requester was described as wearing a plain T-shirt or one with either a progay or a control slogan printed on it. The male participants in the progay condition showed a significantly lower level of help than those in either of the control groups. The antigay pattern, however, was not obtained in the responses of the female participants. The results are discussed with reference to other findings in the literature, and their implications for people's responses to progay persons in everyday life are considered.     

Single-Case Experimental Designs in Family Therapy Research: Limitations and Considerations

Recent authors have encouraged the use of single-case experimental design in family therapy research. However, several issues related to the application of these designs have not been addressed. The present article suggests that the applicability of single-case methods to family therapy research may be limited. The first issue raised is the general lack of adequate dependent measures of family interaction that fulfill the requirements of the single-case experimental designs. Suggestions for development of appropriate measures are given. Second, the necessary reliance on relatively weak single-case designs often allows only relatively weak conclusions. Finally, the strategy of beginning the single-case study of family functioning and family therapy in laboratory settings is suggested.     

THE BIASING EFFECTS OF SUBORDINATE LIKEABLENESS ON LEADERS' RESPONSES TO POOR PERFORMERS: A LABORATORY AND A FIELD STUDY

A laboratory and a field study investigated the biasing effects of subordinate likableness on leaders' attributions for subordinate poor performance and their corrective actions toward subordinates. In the laboratory study, 96 undergraduate students served as leaders and were presented with a vignette describing an incident of poor performance committed by either a liked or a disliked subordinate. Leaders made attributions for the poor performance and then rated the appropriateness of a series of corrective actions. Analyses revealed that leaders made similar attributions for the poor performance of liked and disliked subordinates, but were more inclined to punish a disliked subordinate than a liked subordinate. A second study replicated these findings with 98 leaders in an actual organization. Implications of the results for disciplinary policies are discussed.     

QUESTIONING THE EFFECTIVENESS OF BEHAVIOR MODELING TRAINING IN AN INDUSTRIAL SETTING1

The intention of this study was to improve behavioral modeling's effectiveness by substituting managers for professional trainers and to evaluate the effect on 44 male supervisors using Kirkpatrick's four levels of evaluation: reaction, learning, behavior on the job, and performance. Twenty-two supervisors were trained with six behavior modeling modules and the effect was compared to a control group consisting of 22 supervisors. The research also examined the effects of trainees’ self-esteem and the perceived power of the trainers. The results showed that behavior modeling resulted in favorable reactions and an increase in learning, but did not produce behavior change on the job, or improved performance results. Power and self-esteem did not moderate the training effectiveness. The findings are compared with previous behavior modeling research. The discussion concludes with a recommendation for researchers to identify more complete theoretical models which explain behavioral change on the job (e.g., Maltz's theory of psycho-cybernetics) as opposed to relying solely on Bandura's social learning theory.     

Black perceptions of guidance

The demand made by black students that administrators employ more black counselors reveals not only students' needs to proclaim black identity and pride but also their grievances against guidance that have deeper roots than just the current social revolution. This article examines the black student's view of guidance in order that counselors might develop a role for the profession that will serve this student more effectively.     

Subliminal Self-Help Tapes and Academic Achievement: An Evaluation

Marketing claims of effectiveness in improving academic achievement through the use of commercially prepared subliminal audiotapes were investigated. Students enrolled in a career development class were randomly assigned to an active treatment group (n=25), an inactive treatment group (n=26), or a control group (n=22). Participants in the treatment group listened to tapes with subliminal affirmations masked by ocean waves. The inactive treatment group listened to placebo tapes with ocean waves but no subliminal messages. Dependent variables used were final examination scores from the class and current semester grade point average. No treatment differences on either dependent measure were found. The implications of these findings are discussed.     

HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.