Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Narcissism leadership is a common phenomenon in organizations. It is important to study whether narcissistic leaders can effectively integrate knowledge in their teams to foster creativity. Draw on the review of the existing research, we adopted the aggregation, process, and social network perspectives to comprehensively clarify the influence of narcissism leadership on team creativity. Specifically, the perspective of aggregation emphasizes the important role of individual creativity in the development of team creativity, the perspective of process emphasizes that the interaction among team members is critical in enhancing team creativity, and the perspective of social network focuses on the team members’ relative positions as well as their internal and external relations. These three perspectives complemented each other to clarify the mechanisms and boundary conditions of the relationship between narcissism leadership and team creativity. This study provides implications regarding the intervention strategies for work teams that are managed by narcissistic leaders.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Ethical crisis fundamentally challenges business operation. Existing literatures have mainly focused on examining ethical behavior from a micro perspective, overlooking the practice of business ethics from a meso perspective. As a result, feasible and effective ethical practice has yet been developed. Human resource management practice (HRMP), as one of the practices of business ethics from the meso perspective, is critical to manage ethical issues. Grounded on the intersection of human resource management and business ethics, we develop the research framework of ethical HRMP by addressing three important issues: (1) on the basis of social context theory, we examine the impact of ethical HRMP on organizational ethical performance and its mechanism; (2) on the basis of social cognitive theory, we examine the cross-level impact of ethical HRMP on group ethical voice and its mechanism; (3) on the basis of social cognitive theory, we examine the cross-level impact of ethical HRMP on individual ethical voice and its mechanism. The present research will not only expand the theory of human resource management, but also offer valuable implications for organizations to effectively implement ethical HRMP.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Authenticity serves as the key foundation for social interactions. Nevertheless, upon joining an organization, employees are often socialized to regulate and conceal their true selves. Such inauthentic displays not only make the employees stressful, but also bring substantial loss to the companies. Recent years have witnessed an upsurge of both public and academic interest in authenticity at work. Taking a self-based perspective, prior research has focused mainly on personal authenticity. However, authenticity has an inherent orientation towards interpersonal relationship. That is, people may display different levels of authenticity depending on the nature of the interpersonal relationships. To extend the current literature, therefore, this research adopted a socio-relational perspective to propose the concept of interpersonal authenticity. Moreover, grounding on the review of current literature, we postulate that interpersonal authenticity consists of three critical components: cognitive, behavioral, and social. The cognitive component mainly focuses on the knowledge and processing of self-concept. The behavioral component reflects in autonomous behaviors which convey internal values, conscious feelings, and true self. The social component emphasizes honesty in social interactions and the response to social pressure. A comprehensive model was developed to understand how interpersonal authenticity may influence coworker interactions. Building on social penetration theory and behavioral script theory, we develop a theoretical account of how interpersonal authenticity may help focal employees be socially included and well-liked by coworkers and reap the benefit of getting higher status. Social penetration theory states that people tend to draw close to those who reveal their true selves because interacting with them constitute a rewarding experience and thus increase interpersonal closeness. As employees display authenticity in their interactions with coworkers, the coworkers see the employees as open and vulnerable and thus socially include them because openness and vulnerability suggest a willingness to be involved in an interpersonal relationship and also reduces the interpersonal risk, such as betrayal, for the coworkers. Such social inclusion may enhance the employees’ influence on group decisions, that is, increase their social status in the group. People sometimes are expected to “wear a mask” and act in a desired manner at work. Interpersonal authenticity may not be necessarily functional in facilitating social inclusion under this condition. We, thus, introduce a key contextual moderator: political climate of the work groups. We argue that the positive influence of interpersonal authenticity on social status via social inclusion will be stronger when the work environment has a weak political climate. Meanwhile, interpersonal authenticity conveys a positive meaning in interpersonal relationships, and thus can lead to interpersonal liking from coworkers. Behavioral script theory posits that people compare a particular behavior with related expectation in the social context to understand the social meaning of this behavior. And, the theory further suggests that such expectation may be shaped by the behavioral pattern of the actor. Since personality trait represents a relatively stable behavioral pattern, we believe that the personality trait of the focal employees may influence whether interpersonal authenticity is acceptable to coworkers. We argue that the effect of interpersonal authenticity on social status via interpersonal liking may be moderated by the dark triad of the employees such that this effect is weaker when the employees have a high level of dark triad. Furthermore, we draw from face-negotiation theory to argue that interpersonal authenticity makes the focal employees concern less about saving face. In this sense, we postulate that interpersonal authenticity may be negatively related to face-concern. And this theory argues that a low level of face concern will be more of an issue under the condition of conflict. We thus further suggest that when team conflict climate is high, interpersonal authenticity may lead to interpersonal exclusion by decreasing the employees’ face-concern. Overall, the research model helps us clarify how and when employees benefit from their interpersonal authenticity in coworker interactions, providing practical implications in building a work environment that encourages employees to be authentic.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Improving facical attractiveness does help to attract attentional resources. However, the specific mechanisms by which facical attractiveness affects the allocation of attentional resources remain unclear. The present study try to investigate the effect of facical attractiveness on two types of attentional processes: attentional adhesion and attentional capture. Attentional adhesion refers to the difficulty of shifting attention, whereas attentional capture refers to the process of initial orientation of attention. The present study will use different visual search paradigms to measure the effects of facical attractiveness on these two different attentional processes. In particular, the current study will also distinguish top-down and bottom-up attentional capture. In adition, because of the evolutionary significance of ffacical attractiveness, this study will also test the effects of facfacical attractiveness on attention in different motivational states (Mating & Self-protection motivation).
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： “Dirty work” refers to occupational activities that are physically disgusting, that symbolize degradation, that wound the individual’s dignity, or that run counter to the more heroic of our moral conceptions. Firstly, the definition of dirty work is defined from the perspective of objective work characteristics, subjective cognition and contingency, and individual stigma, occupational stigma and organizational stigma are differentiated from the three dimensions of generation, management and dissemination. Secondly, a process model of perceived threat of occupational stigma was constructed based on cognitive evaluation theory, including :(1) antecedents and characteristics of occupational stigma. Antecedents of occupational stigma can be divided into macro factors (laws/regulations/social policies and socio-cultural environment), medium factors (media) and micro factors (public, dirty workers and dirty characteristics of work). The characteristics of occupational stigma are concealability, controllability, centrality and Disruptiveness. (2) Strategies for managing occupational stigma. According to the object and level of change, management strategies can be divided into four categories: individual/behavioral strategy, individual/cognitive strategy, collective/behavioral strategy and collective/cognitive strategy. Individual/behavioral strategies, including personal mobility, information management and confronting or countering outsiders' perceptions of taint and outsiders' behaviours, mainly refer to the strategies used by dirty workers to avoid damage to their own image by keeping a distance from negative occupational groups and distracting the attention of the audience, or to change others' negative evaluation of dirty work by taking active actions. Individual/cognitive strategies, including individualized strategies, acceptance, and emotional labor, mainly refer to the strategies used by dirty workers to reduce the negative impact of occupational stigma by reconstructing their individual cognition. Collective/behavioral strategies, including social competition and realistic competition, mainly refer to the strategies used by dirty workers to improve their professional status and protect their self-esteem from threats associated with occupational stigma through inter-group competition. Collective/cognitive strategies, including occupational ideologies and social weighting, mainly refer to the strategies used by dirty workers to improve their job evaluations by challenging the validity of occupational stigma.; (3) The impact of occupational stigma on dirty workers. The results can be divided into three categories: based on mental health, attitudes and behaviors at work, and relationship outcomes. The effects on mental health are reflected in the stress and negative emotions experienced by dirty workers. The influence on work attitude and behavior is manifested in low job satisfaction, low job meaning perception, high relative deprivation, high dimission behavior, counterproductive work behavior, job burnout and low task performance. The influence on interpersonal relationship is reflected in the perception of social isolation, disrespect and discrimination of dirty workers in interpersonal communication. Potential future research directions are proposed: (1) To explore the sources of occupational stigma from a dynamic perspective; (2) To explore the path and effect of occupational stigma management based on individual and situational factors; (2)To consider diverse cultural backgrounds.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： There has been an upsurge of both public and academic interest in authenticity at work. The key assumption in the burgeoning literature is that authenticity helps engender trust and decrease suspicion, thus drawing people closer to each other. In this study, however, we argued that employee authenticity can exert both positive and negative influences on coworker relationships. Using interpersonal help and interpersonal exclusion to represent positive and negative coworker interactions, respectively, we postulated that employee authenticity induces both coworkers’ helping and exclusionary behaviors toward the focal employees. Building on social penetration theory and the literature of attributional ambiguity, we proposed suspicion of ulterior motives and knowledge- based trust to be the theoretical mechanisms explaining coworkers’ behavioral responses to employee authenticity. Further, we suggested that coworkers’ behavioral responses to employee authenticity depend largely on the coworker relationship duration. Specifically, when relationships are new, employee authenticity may cause coworkers to mistrust the focal employees and be suspicious of their ulterior motives, thus decreasing coworkers’ helping behavior and increasing exclusionary behavior. Conversely, when coworkers have worked together for a long time, employee authenticity may increase coworkers’ trust in the focal employees and decrease suspicion, thus facilitating helping behavior and reducing exclusionary behavior. We conducted two independent studies to examine the hypothesized effects. First, a two-wave round-robin survey study was conducted to test the mediating role of suspicion of ulterior motives in the relationship between employee authenticity and coworkers’ behavioral responses. In the round-robin design, the team members rated each of their teammates, thus capturing the dyadic interactions between the focal employees and coworkers. We collected data from 299 members of 63 work teams in a large company. The final sample consisted of 1027 dyads. To alleviate the effects of common method bias, we used multiple data sources to measure our variables. Employee authenticity and suspicion of ulterior motives were assessed using self-reports at Time 1. Interpersonal helping behavior was measured using other-rating and exclusionary behavior with self-reports at Time 2. Coworker relationship duration was measured at both times. In Study 2, an experimental study was conducted to test the full model. Employee authenticity and the coworker relationship duration were manipulated. Specifically, the critical incident technique was used to identify the focal employees whose authenticity was high or low and whose relationship duration with the participants was long or short. The participants served as coworkers and were asked to answer questions about the focal employees. The measures used were adapted from Study 1. In support of the theoretical model, the results showed that the coworker relationship duration moderated the effect of employee authenticity on coworkers’ suspicion of ulterior motives and knowledge-based trust. Employee authenticity was related positively to suspicion and negatively to trust when the relationship duration was short, and related negatively to suspicion and positively to trust when the relationship duration was long. Further, suspicion of ulterior motives was related to interpersonal exclusionary behavior, and knowledge-based trust to interpersonal helping behavior. This research advances the existing understanding of authenticity in three aspects. First, research on coworker relationships has focused largely on social exchange and similarity attraction theories and suggested that employee authenticity facilitates positive coworker interactions. Our study departs from the main perspectives and builds on social penetration theory to propose that time is required for authenticity to exert its positive influence on coworker interaction. Second, our study contributes to social penetration theory in general. This theory was proposed and has been used mainly to explicate how self-disclosure in communication advances interpersonal relationships. This research uses the theory to understand whether and how the action of manifesting one’s inner true self (employee authenticity) affects coworker interactions. Third, this study helps reconcile the inconsistent findings regarding how coworkers react to employee authenticity by stressing the moderating role of the coworker relationship duration.
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