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

Pre-registered Study 2

This is study 2 in the current version of our paper. It used to be study 5 in a previous version of the paper (therefore the registration refers to Study 5

Stuyd materials

This is a qualtrics file. Please note that we conducted it as second study in a package of three studies

OBHDP 2007 Study 1a

Data of Study 1a of the OBHDP 2007 paper

Self-­monitoring and effective leadership: The moderating role of team identification and prosocial motivation

Self-­monitoring and effective leadership in terms of consideration and initiating structure: The moderating role of team identification and prosocial motivation (MSc HRM thesis

The Relationship of Leaders' Personality and Team-Oriented Behaviors: The Effects of Altruism and Team Identification

MSc. Human Resource Management Thesi

Eye Gaze and Head Posture Jointly Influence Judgments of Dominance, Physical Strength, and Anger

Social status hierarchies are a universal principle of organization in human societies. Status judgments are often influenced by perceptions of the face and posture. Two important nonverbal cues of social status are head postures and eye gaze. Prior research has shown contradictory results and little is known about the interaction of these two cues. Study 1 investigated how eye gaze (direct vs. averted) and head postures (bowed vs. neutral vs. raised) impact judgments of dominance and physical strength. Judgments of dominance were influenced more than judgments of physical strength. Furthermore, raised heads implied dominance and strength, but in contrast to common assumptions, a bowed head conveyed dominance if the eyes gazed at the observer. Study 2 showed that bowed heads with direct gaze conveyed anger, potentially explaining the increased judgments of dominance. Taken together, the results show that head posture and gaze interactively modulated status-related traits and emotions, namely, dominance, strength, and anger, and help clarify prior incompatible findings on head postures and eye gaze. This is a pre-print of an article published in Journal of Nonverbal Behavior. The final authenticated version is available online at: https://doi.org/10.1007/s10919-018-0276-

The negative impact of individual perceived isolation in distributed teams and its possible remedies

Previous research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time-lag field study, applying a Job Demand–Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed