Abstract

Tearful crying is a ubiquitous and likely uniquely human phenomenon. Scholars have argued that emotional tears serve an attachment function: Tears are thought to act as a social glue by evoking social support intentions. Initial experimental studies supported this proposition across several methodologies, but these were conducted almost exclusively on participants from North America and Europe, resulting in limited generalizability. This project examined the tears-social support intentions effect and possible mediating and moderating variables in a fully pre-registered study across 7007 participants (24,886 ratings) and 41 countries spanning all populated continents. Participants were presented with four pictures out of 100 possible targets with or without digitally added tears. We confirmed the main prediction that seeing a tearful individual elicits the intention to support, d = 0.49 [0.43, 0.55]. Our data suggest that this effect could be mediated by perceiving the crying target as warmer and more helpless, feeling more connected, as well as feeling more empathic concern for the crier, but not by an increase in personal distress of the observer. The effect was moderated by the situational valence, identifying the target as part of one's group, and trait empathic concern. A neutral situation, high trait empathic concern, and low identification increased the effect. We observed high heterogeneity across countries that was, via split-half validation, best explained by country-level GDP per capita and subjective well-being with stronger effects for higher-scoring countries. These findings suggest that tears can function as social glue, providing one possible explanation why emotional crying persists into adulthood.

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Attachment ;  Cross-cultural ;  Emotional crying ;  Emotional tears ;  Social support

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We test whether leaders' power shapes their reasoning about moral issues and whether such moral reasoning subsequently influences leaders' display of self-interested behavior. We use an incentivized experiment to manipulate two components of leader power: power over more versus fewer followers and power to enforce one's will by having discretion over more versus fewer payout options to allocate between oneself and one's followers. We find that having power over more followers decreased leaders' principled moral reasoning, whereas having higher power to enforce one's will enabled leaders to engage in self-interested behavior. We also find suggestive evidence that power over increases self-interested behavior by decreasing principled moral reasoning; the effect of power to was not mediated by moral reasoning. These results illustrate that power activates self-interest within and outside the context in which power is held. They also show that moral reasoning is not a stable cognitive process, but that it might represent an additional path via which power affects self-interested behavior.

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Moral development ;  Moral reasoning ;  Power ;  Self-interested behavior

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The majority of extant leadership research has focused on leaders’ stable traits and experiences in adulthood to understand the antecedents of leadership behaviors. By taking a developmental perspective, our research builds on implicit leadership theory and goal orientation theory and proposes an integrated model of leadership development that specifies the link between parenting styles received by leaders while growing up and leadership behaviors exhibited to their followers in their adulthood. In a survey conducted among Chinese executives and their team members working in a variety of different organizations, we found that authoritarian parenting leads to authoritarian and autocratic leadership styles through the mediating role of performance prove-goal orientation while authoritative parenting leads to developing and benevolent leadership through the mediating role of learning goal orientation. These findings suggest that parenting styles have far-reaching effects on leadership behaviors. We hope that our study provides a platform for future research by drawing attention to the previously under-examined developmental antecedents of leadership development."

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We examine whether mindfulness can neutralize the negative impact of COVID-19 stressors on employees' sleep duration and work engagement. In Study 1, we conducted a field experiment in Wuhan, China during the lockdown between February 20, 2020, and March 2, 2020, in which we induced state mindfulness by randomly assigning participants to either a daily mindfulness practice or a daily mind-wandering practice. Results showed that the sleep duration of participants in the mindfulness condition, compared with the control condition, was less impacted by COVID-19 stressors (i.e., the increase of infections in the community). In Study 2, in a 10-day daily diary study in the United Kingdom between June 8, 2020, and June 19, 2020, we replicate our results from Study 1 using a subjective measure of COVID-19 stressors and a daily measure of state mindfulness. In addition, we find that mindfulness buffers the negative effect of COVID-19 stressors on work engagement mediated by sleep duration. As the COVID-19 pandemic is ongoing and the number of reported cases continues to rise globally, our findings suggest that mindfulness is an evidence-based practice that can effectively neutralize the negative effect of COVID-19 stressors on sleep and work outcomes. The findings of the present study contribute to the employee stress and well-being literature as well as the emerging organizational research on mindfulness.

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COVID-19 stressors ;  employee sleep ;  mindfulness ;  organizational behavior ;  work engagement

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Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency.

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Perceived leader authenticity ;  Self-concept consistency ;  Sense of belongingness ;  Sense of uniqueness ;  Social identity theory

Abstract

Studies have started to examine factors that explain when and why leaders enact procedural justice. However, these studies have not considered the idea that justice enactment can be a self-serving instrument for leaders. In this paper, we propose a threat-based tripartite model of procedural justice enactment. Specifically, we examine how leaders in unstable (vs. stable) power positions combine information from the two fundamental dimensions of person perception-that is, their perceptions of a follower's competence and warmth-to shape the level of procedural justice they enact toward the follower. In support of our model, the results of a multisource organizational field study and a laboratory experiment show that leaders in unstable power positions enact procedural justice, particularly toward followers whom they perceive as highly competent but low in warmth. We discuss our findings in light of their implications for the justice and leadership literatures.

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competence ;  instrumentality ;  person perception ;  position stability ;  procedural justice ;  warmth

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One adverse consequence of interpersonal mistreatment is that it damages the relationship between the victim and the transgressor. Scholars have promoted forgiveness of such mistreatment as a victim response that can motivate transgressors to work towards relationship restoration. Building on social exchange theory and the social perception literature, we provide an account of when transgressors are less (vs. more) willing to restore their relationship with the victim in response to forgiveness. Specifically, we argue that transgressors perceive forgiveness from a victim who has high (vs. low) power, relative to the transgressor, as insincere, making transgressors less willing to restore the relationship. We further argue that this effect of high (vs. low) victim power is pronounced especially when the victim also has low (vs. high) status. Two experiments and two field studies support these predictions. These findings highlight the relevance of studying how contextual conditions color transgressors' perceptions of victims' behavior to understand relationship restoration after interpersonal mistreatment.

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forgiveness ;  hierarchy ;  interpersonal mistreatment ;  power ;  relationship restoration ;  sincerity ;  status

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