Telling the difference between deceiving and truth telling: An experiment in a public space

The behavioral experiment presented in this paper investigated deception tasks (both concealment and lying) undertaken in a public space. The degree of risk of deception detection and the demands of self-regulation when deceiving were manipulated. The results showed a significant interaction effect between veracity and risk of deception detection, emerged for the body movement of “hand(s) in pocket(s)”. The incidence of “hand(s) in pocket(s)” was found to increase from truth telling to deceiving conditions when the risk of deception detection was higher, and to decrease from truth telling to deceiving conditions when the risk was lower. Higher risk of deception detection was also found in magnifying the “overall negative and controlled impression” displayed by both deceivers and truth tellers, compared to the lower risk of detection condition. We also discussed the possible effects of risk of deception detection and depletion of self-regulation, on deception behavior. Further studies and the connection between this study and the research community of computer vision and multimodel interaction is also discussed

The weakness of strong ties : sampling bias, social ties, and nepotism in family business succession

Decision-making is a complex cognitive activity filled with bias. Leader decision-making is unique because it occurs in a social context. We examine how biases resulting from social network dynamics complicate leaders' decision-making. In particular, we focus on a specific case of leader cognition: nepotism in the succession decisions in the context of family businesses. Succession often leads to a decline in performance because leaders frequently choose family members as their successor, a form of nepotism. We show that even when a leader can overcome individual decision biases, a bias in sampling resulting from families' strong ties can still allow a leader to wrongly conclude that family members are better qualified than external candidates when the opposite is true. We demonstrate this phenomenon using simulation modeling and explore solutions to family business succession planning

The many (distinctive) faces of leadership : inferring leadership domain from facial appearance

Previous research has shown that people form impressions of potential leaders from their faces and that certain facial features predict success in reaching prestigious leadership positions. However, much less is known about the accuracy or meta-accuracy of face-based leadership inferences. Here we examine a simple, but important, question: Can leadership domain be inferred from faces? We find that human judges can identify business, military, and sports leaders (but not political leaders) from their faces with above-chance accuracy. However, people are surprisingly bad at evaluating their own performance on this judgment task: We find no relationship between how well judges think they performed and their actual accuracy levels. In a follow-up study, we identify several basic dimensions of evaluation that correlate with face-based judgments of leadership domain, as well as those that predict actual leadership domain. We discuss the implications of our results for leadership perception and selection

Leader decision making capacity : an information processing perspective

Leaders’ decision making capacity and abilities directly impact their decision quality and performance. Decision making processes involve information collection, problem framing, and option evaluation. Moreover, multilevel performance and social information have an impact on the subsequent steps and outcomes of decision making. Following this logic, the leader’s ability to manage the decision making process is deemed to be critical to their role. In this chapter, we explore the relationship between decision making capacity and three relevant antecedent abilities: problem solving, social judgment and emotion management. However, because decision making is highly sensitive to the context, the impact of contextual factors such as time pressure and cultural differences are also discussed

Team dynamics in virtual, partially distributed teams:optimal role fulfillment

In this study, we explored team roles in virtual, partially distributed teams, or vPDTs (teams with at least one co-located subgroup and at least two subgroups that are geographically dispersed but that collaborate virtually). Past research on virtual teams emphasizes the importance of team dynamics. We argue that the following three roles are particularly important for high functioning virtual teams: Project Coordinator, Implementer and Completer-Finisher. We hypothesized that the highest performing vPDTs will have 1) a single Project Coordinator for each subgroup, 2) multiple Implementers within the team, and 3) fewer Completer-Finishers within the team. A sample of 28 vPDTs with members working on two different continents provides support for the second and third hypothesized relationships, but not the first

Criticism and outstanding leadership : an evaluation of leader reactions and critical outcomes

Outstanding political leaders are frequently called upon to make high-stakes decisions. Because of the controversial and highly visible nature of these issues, they often face intense criticism. Leaders' responses to criticisms not only affect follower reactions, but also the successful resolution of the contested issue. The present study examines leader and follower reactions to different types of criticisms. A historiometric approach was used to examine biographies containing criticisms of 120 world leaders and to explore leader behaviors in response to criticisms. Specifically, leader response strategies and their success in terms of follower reactions and resolution of the criticism were examined. The results indicated that collaborative or confrontational leader response strategies proved most effective in terms of the leader's ability to continue forward with a particular agenda item and to gather support of those around him or her. Conversely, avoidant, diverting attention, and persuasive response strategies proved less effective

The effects of self-awareness on body movement indicators of the intention to deceive

A study was conducted to investigate the body movements of participants waiting to be interviewed in one of two conditions: preparing to answer questions truthfully or preparing to lie. The effects of increased self-awareness were also investigated, with half of the participants facing a mirror; the other half facing a blank wall. Analysis of covertly obtained video footage showed a significant interaction for the duration of hand/arm movements between deception level and self-awareness. Without a mirror, participants expecting to lie spent less time moving their hands than those expecting to tell the truth; the opposite was seen in the presence of a mirror. Participants expecting to lie also had higher levels of anxiety and thought that they were left waiting for less time than those expecting to tell the truth. These findings led to the identification of further research areas with the potential to support deception detection in security applications

Destructive leadership: The role of cognitive processes

Book Abstract: leadership landscape has begun to shift. Researchers have started to realize that previous conceptualizations of leadership that focus only on the positive aspects of leadership are too narrow and may represent a romantic notion of leadership. A growing body of inquiry has emerged with a focus on the darker side of leadership. Allowing for the possibility that leaders can also do harm, either intentionally or unintentionally, broadens the scope of leadership studies and serves to increase the practical implications of leadership research. This book brings together contributions by scholars from several different countries addressing topics such as narcissistic and destructive leadership, ethical leadership and leader errors