What value ethical leadership?

What is ethical leadership? What are the benefits of developing an ethical culture within an organisation? And how can leaders implement such a culture? These are just some of the issues that are discussed in the second RSM Discovery debate

Goal-setting reloaded: The influence of minimal and maximal goal standards on task satisfaction and goal striving after performance feedback

When striving to meet goals, individuals monitor their progress towards achieving them. The discrepancy between their current perfor

Between a rock and hard place

Managers are installed by the organization’s stakeholders and shareholders to increase the organization’s value; at the same time, they depend on their subordinates’ acceptance to fulfill this leadership role. If the interest of the organization collides with the interest of their team, some managers act in the interest of their followers accepting potential disadvantages for their organizations and/or external stakeholders. In two experimental studies comprised mainly of German (N = 111) and US (N = 323) managers, we examined combined effects of authentic leadership, organizational identification, and self-perceived team prototypicality on managerial integrity operationalized as expressing work-related concerns to prevent organizations from harm (i.e., managerial voice). Our results show direct effects of authentic leadership and organizational identification on voice behavior across both studies. Furthermore, organizational identification increased voice for managers’ low in authentic leadership pointing at a compensation effect. Finally, leader team prototypicality decreased the effect of identification on voice for managers high in authentic leadership but increased voice for managers low in authentic leadership, but only if these managers identified with their organization. In sum, our findings complement prior research that focused mainly on safety and instrumentality concerns by emphasizing the relevance of self-related antecedents of managerial voice

When the going gets tough: Employee reactions to large‐scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source ofuncertainty and strain. Investigating the initial 19 months of a large-scale change, weargue that during these stages, employees' change-related beliefs become more negativeover time, which negatively affects their work engagement and, ultimately, increasestheir turnover intentions. Furthermore, we investigate the impact of a trait, Machiavel-lianism, on change reactions and propose that employees high in Machiavellianism reactmore negatively during change processes as they are especially susceptible to uncer-tainty and stress. We test our (cross-level) moderated mediation model in a three-wavelongitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2:n =1,113;T3:n = 759). We find that employees' beliefs about the impact and value ofthe change are indeed negatively related to change duration and that decreases in theseperceptions come with a decline in engagement and increases in turnover intentions.Moreover, employees high in Machiavellianism react more strongly to a deterioration inchange-related beliefs, showing stronger reductions in engagement and strongerincreases in turnover intentions than employees low in Machiavellianism. Our studyoffers explanations for the negative effects of large-scale changes including an explana-tory factor for disparate employee reactions to change over time

The power of pictures: Vertical picture angles in power pictures

Abstract: Conventional wisdom suggests that variations in vertical picture angle cause the subject to appear more powerful when depicted from below and less powerful when depicted from above. However, do the media actually use such associations to represent individual differences in power? We argue that the diverse perspectives of evolutionary, social learning, and embodiment theories all suggest that the association between verticality and power is relatively automatic and should, therefore, be visible in the portrayal of powerful and powerless individuals in the media. Four archival studies (with six samples) provide empirical evidence for this hypothesis and indicate that a salience power context reinforces this effect. In addition, two experimental studies confirm these effects for individuals producing media content. We discuss potential implications of this effect

International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 Countries

Employee silence, the withholding of work-related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross-cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and uncertainty avoidance. Overall, the findings suggest that relationships between silence and cultural dimensions are more complex than commonly assumed. We discuss the explanatory power of nations as (cultural) units of analysis, our social scientific approach, the predictive value of cultural dimensions, and opportunities to extend silence research geographically, methodologically, and conceptuallyinfo:eu-repo/semantics/publishedVersio

Many Labs 5:Testing pre-data collection peer review as an intervention to increase replicability

Replication studies in psychological science sometimes fail to reproduce prior findings. If these studies use methods that are unfaithful to the original study or ineffective in eliciting the phenomenon of interest, then a failure to replicate may be a failure of the protocol rather than a challenge to the original finding. Formal pre-data-collection peer review by experts may address shortcomings and increase replicability rates. We selected 10 replication studies from the Reproducibility Project: Psychology (RP:P; Open Science Collaboration, 2015) for which the original authors had expressed concerns about the replication designs before data collection; only one of these studies had yielded a statistically significant effect (p < .05). Commenters suggested that lack of adherence to expert review and low-powered tests were the reasons that most of these RP:P studies failed to replicate the original effects. We revised the replication protocols and received formal peer review prior to conducting new replication studies. We administered the RP:P and revised protocols in multiple laboratories (median number of laboratories per original study = 6.5, range = 3?9; median total sample = 1,279.5, range = 276?3,512) for high-powered tests of each original finding with both protocols. Overall, following the preregistered analysis plan, we found that the revised protocols produced effect sizes similar to those of the RP:P protocols (?r = .002 or .014, depending on analytic approach). The median effect size for the revised protocols (r = .05) was similar to that of the RP:P protocols (r = .04) and the original RP:P replications (r = .11), and smaller than that of the original studies (r = .37). Analysis of the cumulative evidence across the original studies and the corresponding three replication attempts provided very precise estimates of the 10 tested effects and indicated that their effect sizes (median r = .07, range = .00?.15) were 78% smaller, on average, than the original effect sizes (median r = .37, range = .19?.50)

Many Labs 2: Investigating Variation in Replicability Across Samples and Settings

We conducted preregistered replications of 28 classic and contemporary published findings, with protocols that were peer reviewed in advance, to examine variation in effect magnitudes across samples and settings. Each protocol was administered to approximately half of 125 samples that comprised 15,305 participants from 36 countries and territories. Using the conventional criterion of statistical significance (p < .05), we found that 15 (54%) of the replications provided evidence of a statistically significant effect in the same direction as the original finding. With a strict significance criterion (p < .0001), 14 (50%) of the replications still provided such evidence, a reflection of the extremely highpowered design. Seven (25%) of the replications yielded effect sizes larger than the original ones, and 21 (75%) yielded effect sizes smaller than the original ones. The median comparable Cohen’s ds were 0.60 for the original findings and 0.15 for the replications. The effect sizes were small (< 0.20) in 16 of the replications (57%), and 9 effects (32%) were in the direction opposite the direction of the original effect. Across settings, the Q statistic indicated significant heterogeneity in 11 (39%) of the replication effects, and most of those were among the findings with the largest overall effect sizes; only 1 effect that was near zero in the aggregate showed significant heterogeneity according to this measure. Only 1 effect had a tau value greater than .20, an indication of moderate heterogeneity. Eight others had tau values near or slightly above .10, an indication of slight heterogeneity. Moderation tests indicated that very little heterogeneity was attributable to the order in which the tasks were performed or whether the tasks were administered in lab versus online. Exploratory comparisons revealed little heterogeneity between Western, educated, industrialized, rich, and democratic (WEIRD) cultures and less WEIRD cultures (i.e., cultures with relatively high and low WEIRDness scores, respectively). Cumulatively, variability in the observed effect sizes was attributable more to the effect being studied than to the sample or setting in which it was studied.UCR::Vicerrectoría de Investigación::Unidades de Investigación::Ciencias Sociales::Instituto de Investigaciones Psicológicas (IIP