Group Member Prototypicality and Intergroup Negotiation: How One's Standing in the Group Affects Negotiation Behaviour

How does a representative's position in the group influence behaviour in intergroup negotiation? Applying insights from the social identity approach (specifically self-categorization theory), the effects of group member prototypicality, accountability, and group attractiveness on competitiveness in intergroup bargaining were examined. As representatives of their group, participants engaged in a computer-mediated negotiation with a simulated outgroup opponent. In Exp. 1 (N = 114), representatives with a peripheral status in the group sent more competitive and fewer cooperative messages to the opponent than did prototypical representatives, but only under accountability. Exp. 2 (N = 110) replicated this finding, and showed that, under accountability, peripherals also made higher demands than did prototypicals, but only when group membership was perceived as attractive. Results are discussed in relation to impression management and strategic behaviour.Group Member Prototypicality;Intergroup Negotiation;Negotiation Behaviour;Representatives Bahaviour

The effects of group membership and social context on information organization.

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Ethical leaders and leadership effectiveness: the moderating role of individual differences in need for cognitive closure

Ethical leadership is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of followers’ need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgment and decision, in the relationship between ethical leadership and its effectiveness. We propose that need for closure captures followers’ sensitivity to the uncertaintyreducing influence of ethical leadership. In a field survey study we found support for the hypothesis that perceived ethical leadership has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across two indicators reflecting different aspects of leadership effectiveness: effort investment and job satisfaction. We discuss how these findings advance our understanding of the uncertainty-reducing role of ethical leadership

When Organizational Identification Elicits Moral Decision-Making:A Matter of the Right Climate

To advance current knowledge on ethical decision-making in organizations, we integrate two perspectives that have thus far developed independently: the organizational identification perspective and the ethical climate perspective. We illustrate the interaction between these perspectives in two studies (Study 1, N = 144, US sample; and Study 2, N = 356, UK sample), in which we presented participants with moral business dilemmas. Specifically, we found that organizational identification increased moral decision-making only when the organization’s climate was perceived to be ethical. In addition, we disentangle this effect in Study 2 from participants’ moral identity. We argue that the interactive influence of organizational identification and ethical climate, rather than the independent influence of either of these perspectives, is crucial for understanding moral decision-making in organizations

Group Member Prototypicality and Intergroup Negotiation: How One's Standing in the Group Affects Negotiation Behaviour

How does a representative's position in the group influence behaviour in intergroup negotiation? Applying insights from the social identity approach (specifically self-categorization theory), the effects of group member prototypicality, accountability, and group attractiveness on competitiveness in intergroup bargaining were examined. As representatives of their group, participants engaged in a computer-mediated negotiation with a simulated outgroup opponent. In Exp. 1 (N = 114), representatives with a peripheral status in the group sent more competitive and fewer cooperative messages to the opponent than did prototypical representatives, but only under accountability. Exp. 2 (N = 110) replicated this finding, and showed that, under accountability, peripherals also made higher demands than did prototypicals, but only when group membership was perceived as attractive. Results are discussed in relation to impression management and strategic behaviour

The limits of conscious deception detection: when reliance on false deception cues contributes to inaccurate judgments

People are generally too trusting, which decreases their ability to detect deceit. This suggests that distrust could enhance our deception detection abilities. Yet, a state of distrust may induce deliberative conscious thought. This mode of thinking has been related to worse complex decision making. Hence, we investigate whether contextual distrust decreases the ability to detect deceit via the stronger reliance on consciously held beliefs about which cues betray deception. In two studies, participants were asked to judge videos of either deceiving or truth telling targets. Contextual distrust was manipulated by asking participants to squint their eyes (distrust) or to round their eyes (trust) while watching the videos. Participants’ judgments of targets being deceptive or truthful were measured (Studies 1 and 2) and they were asked on what basis they made these judgments (Study 2). Results showed that distrust especially hampers the detection of truth, which is partly due to more reliance on false beliefs about deception cues. These results corroborate the idea that deliberative conscious information processing may hinder truth detection, while intuitive information processing may facilitate it.Social decision makin