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

Motivation in words : promotion- and prevention-oriented leader communication in times of crisis.

Research demonstrates that situational uncertainty or crisis strongly influences the endorsement of the more charismatic or decisive leadership styles and that inspirational communication is at the heart of these styles. However, there is currently little understanding of what leaders should convey through their communication to be endorsed in crisis. Based on regulatory focus theory, we argue that times of crisis make leaders who use more promotion-oriented communication more likely to be endorsed and leaders who use more prevention-oriented communication less likely to be endorsed. Results of Study 1, an archival study of U.S. presidents, show that presidents who use more promotion-oriented communication are more endorsed but only if economic growth is low or if inflation is high, while no effects of the use of prevention orientation of communication surfaces. Results of Study 2, a laboratory experiment, show that leaders who communicate a promotion orientation, as compared to a prevention orientation, motivate higher performance in participants in a crisis condition, but that there is no difference in a no-crisis (i.e. control) condition. Finally, results of Study 3, a scenario experiment, demonstrate that organizational leaders that communicate more promotion-oriented (as opposed to more prevention-oriented) have a higher chance of being endorsed but only in times of crisis and that this effect is mediated by followers’ motivation to realize the plans of the leader

Plant-based dietary changes may improve symptoms in patients with systemic lupus erythematosus

INTRODUCTION: Previous studies have reported that patients affected by systemic lupus erythematosus (SLE) are interested in using diet to treat fatigue, cardiovascular disease and other symptoms. However, to date, there is insufficient information regarding the ways for patients to modify their diet to improve SLE symptoms. We investigated the relationship between the eating patterns of SLE patients and their self-reported disease symptoms and general aspects of health. METHODS: A UK-based, online survey was developed, in which patients with SLE were asked about their attitudes and experiences regarding their SLE symptoms and diet. RESULTS: The majority (>80%) of respondents that undertook new eating patterns with increased vegetable intake and/or decreased intake of processed food, sugar, gluten, dairy and carbohydrates reported benefiting from their dietary change. Symptom severity ratings after these dietary changes were significantly lower than before (21.3% decrease, p<0.0001). The greatest decreases in symptom severity were provided by low/no dairy (27.1% decrease), low/no processed foods (26.6% decrease) and vegan (26% decrease) eating patterns (p<0.0001). Weight loss, fatigue, joint/muscle pain and mood were the most cited symptoms that improved with dietary change. CONCLUSION: SLE patients who changed their eating patterns to incorporate more plant-based foods while limiting processed foods and animal products reported improvements in their disease symptoms. Thus, our findings show promises in using nutrition interventions for the management of SLE symptoms, setting the scene for future clinical trials in this area. Randomised studies are needed to further test whether certain dietary changes are effective for improving specific symptoms of SLE

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