What moderates the attainment gap? The effects of social identity incompatibility and practical incompatibility on the performance of students who are or are not Black, Asian or Minority Ethnic

A successful journey through higher education is, for many, a once in a lifetime opportunity for social mobility. Unfortunately, one notable feature of higher education systems is that students from some backgrounds do not achieve the same academic attainments as do others. The current study tests the role of one particular set of processes: social identity (in)compatibility on academic performance. Participants were recruited at two time points from a pool of first year undergraduates at a modern London University (N=215) of which 40.1% were classed as Black, Asian or Minority Ethnic (BAME), 57.1% as non-BAME and 2.8% did not provide this information. A prospective design was employed: Alongside demographic data, measures at the start of the academic year consisted of measures of student and ethnic identity, and both practical and identity incompatibility. At the end of the academic year, average marks achieved were gained for each student from the university’s registry system. Results indicate that BAME students had equal levels of student identity to non-BAME students, but higher levels of ethnic identity. They also typically experienced higher levels of both practical and identity incompatibility. Finally, BAME students had lower attainment than did non-BAME students. Both practical and identity incompatibility appeared to moderate this effect. However, contrary to predictions, it was only under conditions of low and medium levels of incompatibility that BAME students attained lower marks than their non-BAME peers. The theoretical and practical implications of these findings are discussed

Innovation Across Cultures: Connecting Leadership, Identification, and Creative Behavior in Organizations

Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations

Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132; 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout

Insights from societal psychology: a contextual politics of societal change

In this paper we demonstrate that societal psychology makes a unique contribution to the study of change through its focus on the 'contextual politics' of change, examining the different interests at stake within any social context. Societal psychology explores the contexts which promote or inhibit social and societal change and can be seen as a bridge between social and political psychology. It focuses on how the context shapes the ways in which societal change is understood, supported or resisted. To understand the intellectual rationale of societal psychology, and how it aims to foster societal change, we first consider the history of the discipline. Second, we consider what is meant by 'context', as understanding the environment of change is the hallmark of societal psychology. Third, we lay out three distinct features of a societal psychological approach to change: the politics of change; interventions and planned change; emergent change processes. Finally, the paper examines possible future developments of societal psychology and its role in understanding and creating societal change, alongside its place within the wider canon of social and political psychology. The article is available in full, free of charge, via the published item link referred to above

Social identity change during and intergroup merger: the role of status, similarity, and identity threat

Conducted during the merger between two hospitals, this longitudinal study (N = 149) revealed that at both Time 1 (i.e., questionnaire completed 12 months prior to the merger) and Time 2 (completed 1 year after the merger had been implemented), employees from the low-status premerger organization generally reported lower adjustment to the merger. Whereas Time 2 identity threat predicted lower and decreased identification with the new merged organization and perceptions of a common in group identity, perceived similarities between the merging organizations at Time 2 predicted higher identification with the new merged organization and higher perceptions of a common in group identity

Meals for two: foraging activity of the butterflyfish Chaetodon Striatus (perciformes) in southeast Brazil

The banded butterflyfish (Chaetodon striatus) from the tropical and subtropical western Atlantic is a territorial, diurnal forager on benthic invertebrates. It is usually seen moving singly or in pairs, a few meters above the sea floor. We studied the foraging activity of C. striatus on rocky reefs in southeastern Brazil. This fish spent about 11 h and 30 min per day on feeding activities, and preferred colonies of non-scleratinian anthozoans over sandy and rocky substrata while foraging. The lowest feeding rates were recorded in the early morning and late afternoon, but we found no further differences between feeding rates throughout the day. We also found no differences between the feeding rates of paired and single individuals

Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations

Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations

Innovation across cultures: connecting leadership, identification, and innovative behavior

Innovation is considered essential for today’s organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers’ innovative work behavior (FIB). Yet despite a large amount of research, three areas remain understudied: (a) the relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high vs. low on collectivism. Power distance did not influence the relations

Political Leaders' Identity Leadership and Civic Citizenship Behavior: The Mediating Role of Trust in Fellow Citizens and the Moderating Role of Economic Inequality

Identity leadership involves leaders creating and promoting a sense of shared group membership (a sense of 'we' and 'us') among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6,787). It also examines the contribution of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of the 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality