Leadership in Applied Psychology: Three Waves of Theory and Research

Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research

Motivated information processing in group judgement and decision making

This article expands the view of groups as information processors into a motivated information processing in groups (MIP-G) model by emphasizing, first, the mixedmotive structure of many group tasks and, second, the idea that individuals engage in more or less deliberate information search and processing. The MIP-G model postulates that social motivation drives the kind of information group members attend to, encode, and retrieve and that epistemic motivation drives the degree to which new information is sought and attended to, encoded, and retrieved. Social motivation and epistemic motivation are expected to influence, alone and in combination, generating problem solutions, disseminating information, and negotiating joint decisions. The MIP-G model integrates the influence of many individual and situational differences and combines insight on human thinking with group-level interaction process and decision making

The View from Inside the System: How Police Explain Their Response to Sexual Assault

Prior research has documented the problematic community response to sexual assault: the majority of sexual assaults reported to police are never prosecuted. Social dominance theory suggests that this response is a form of institutional discrimination, intended to maintain existing social structures, and that police personnel likely draw upon shared ideologies to justify their decision-making in sexual assault case investigations. This study drew upon social dominance theory to examine how police justified their investigatory decisions to identify potential leverage points for change. The study revealed that the likelihood of a case referral to the prosecutor increased with each additional investigative step completed; of the different types of justifications provided by police for a less-than-thorough investigative response and stalled case, blaming the victim for the poor police investigation proved to be the most damaging to case progression; and the type of explanation provided by police was impacted by specific case variables. As suggested by social dominance theory, the study demonstrates that police rely on several different mechanisms to justify their response to sexual assault; implementing criminal justice system policies that target and interrupt these mechanisms has the potential to improve this response, regardless of specific case factors