Social Identity and Social Exchange: Identification, Support, and Withdrawal from the Job

Integrating insights from the social exchange perspective and the social identity perspective on the psychological relationship between the individual and the organization, we propose that evaluations of the support received from the organization and its representatives, and organizational identification interact in predicting withdrawal from the job. Specifically, the relationship of support with withdrawal is proposed to be weaker the stronger employees identify with the organization. This prediction was confirmed in two samples focusing on different operationalizations of support and withdrawal. Sample 1 concerned the interaction of organizational support and organizational identification in predicting turnover intentions, Sample 2 concerned the prediction of absenteeism from supervisor support and organizational identification. We conclude that the present study yields promising first evidence that may lay the basis for further integration of social exchange and social identity analyses of organizational behavior.Organizational behavior;Organizational identification;Organizational support;Social identity

Stone artefact production and exchange among the Northern lesser Antilles

This work discusses the exchange of stone materials and artefacts among the northern Lesser Antilles during the Ceramic Age (500 BC - AD 1492). Through the systematic analysis of source materials and a comparison of these with lithic artefacts, the provenance of a significant portion of stone material found at a number of prehistoric Amerindian habitation sites located on different islands from Puerto Rico to Martinique was determined. Following this the distribution of three specific materials, including a variety of flint from Long Island, Antigua, a grey-green mudstone and a multi-coloured conglomerate, both form St. Martin, were specified. These distribution patterns along with data on the production of the artefacts were used to determine the mode of exchange that was responsible for their spread. From these data it appeared that inter-island exchange was a recurrent feature among Amerindian society in the Caribbean throughout the entire Ceramic Age. Furthermore the differences in distributions through time could be related to changes in socio-political organisation within the region and supported the notion of increasing competition within society.LEI Universiteit LeidenThe Netherlands Organisation for Scientific Research (NWO, the Hague; 250-053-23)Archaeology of the Caribbean and Amazoni

Markerwaardweg: het Bronsdepot

NWO277-60-001European Prehistor

Tango in the Dark: The Interplay of Leader’s and Follower’s Level of Self-Construal and its Impact on Ethical Leadership

In line with romantic views on leadership, leaders are traditionally held responsible for any kind of ethical misconduct in organizations. Through explicating the influence of followers on their leaders' (unethical) decision-making, we aim to add some nuances to this view with the present chapter. To begin with, we suggest that people generally regard leadership as ethical when the leader takes the collective into account, while only focusing on own gains is largely regarded as unethical. We then posit that the degree to which leaders' decisions are directed towards the one versus the other outcome depends on the leaders’ level of self-construal, that is, the way how they see themselves in relation to others. Looking at leader's ethical decision making through this lens suggests that it is open to external influence, in that leaders’ self-construal is susceptible to external cues. In particular, followers form an important part of such external cues for a leader's level of self-construal. We thus suggest various mechanisms via which followers indirectly influence their leaders' ethical decision making. In sum, we put forward a model in which we show how leaders and followers reciprocally affect their level of self-construal and thus ultimately the degree to which ethical leadership is enacted

In the moral eye of the beholder:the interactive effects of leader and follower moral identity on perceptions of ethical leadership and LMX quality

Previous research indicated that leader moral identity (MI; i.e., leaders’ self-definition in terms of moral attributes) predicts to what extent followers perceive their leader as ethical (i.e., demonstrating and promoting ethical conduct in the organization). Leadership, however, is a relational process that involves leaders and followers. Building on this understanding, we hypothesized that follower and leader MI (a) interact in predicting whether followers will perceive their leaders as ethical and, as a result, (b) influence followers’ perceptions of leader–follower relationship quality. A dyadic field study (N = 101) shows that leader MI is a stronger predictor of followers’ perceptions of ethical leadership for followers who are high (vs. low) in MI. Perceptions of ethical leadership in turn predict how the quality of the relationship will be perceived. Hence, whether leader MI translates to perceptions of ethical leadership and of better relationship quality depends on the MI of followers

The X-Factor: On the Relevance of Implicit Leadership and Followership Theories for Leader-Member Exchange (LMX) Agreement

While Leader-Member Exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that conceptual void by explaining when and why such LMX disagreement is likely to occur. To do so, we reconsider antecedents of LMX quality perceptions and outline how each party’s LMX quality perception is primarily dependent on the perceived contributions of the other party, moderated by perceived own contributions. We then integrate the notion of Implicit Leadership and Followership Theories (ILTs and IFTs) to argue that the currencies of contributions differ between leaders and followers. This dyadic model sets the stage to explain that LMX disagreement can stem from (1) differences in both parties’ ILTs as well as both parties’ IFTs, but also from (2) differences in perceptions of own and other’s behavior. We conclude by discussing communication as a means of overcoming LMX disagreement and propose an array of potential studies along the lines of our conceptualization

Age-Related Changes in Myelin of Axons of the Corpus Callosum and Cognitive Decline in Common Marmosets

Executive control is a higher‐level cognitive function that involves a range of different processes that are involved in the planning, coordination, execution, and inhibition of responses. Many of the processes associated with executive control, such as response inhibition and mental flexibility, decline with age. Degeneration of white matter architecture is considered to be the one of the key factors underlying cognitive decline associated with aging. Here we investigated how white matter changes of the corpus callosum were related to cognitive aging in common marmosets (Callithrix jacchus). We hypothesized that reduction in myelin thickness, myelin density, and myelin fraction of axonal fibers in the corpus callosum would be associated with performance on a task of executive function in a small sample of geriatric marmosets (n = 4) and young adult marmosets (n = 2). Our results indicated declines in myelin thickness, density, and myelin fraction with age. Considerable variability was detected on these characteristics of myelin and cognitive performance assessed via the detoured reach task. Age‐related changes in myelin in Region II of the corpus callosum were predictive of cognitive performance on the detoured reach task. Thus the detoured reach task appears to also measure aspects of corticostriatal function in addition to prefrontal cortical function