Abstract

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.

Keyword

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

Abstract

Expressing (vs. withholding) forgiveness is often promoted as a beneficial response for victims. In the present research, we argue that withholding (vs. expressing) forgiveness can also be beneficial to victims by stimulating subsequent transgressor compliance - a response that is valuable in restoring the victim's needs for control. Based on deterrence theory, we argue that a victim's withheld (vs. expressed) forgiveness promotes transgressor compliance when the victim has low power, relative to the transgressor. This is because withheld (vs. expressed) forgiveness from a low-power victim elicits transgressor fear. On the other hand, because people are fearful of high-power actors, high-power victims can expect high levels of compliance from a transgressor, regardless of whether they express forgiveness or not. A critical incidents survey (Study 1) and an autobiographic recall study (Study 2) among employees, as well as a laboratory experiment among business students (Study 3), support these predictions. These studies are among the first to reveal that withholding forgiveness can be beneficial for low-power victims in a hierarchical context - ironically, a context in which offering forgiveness is often expected.

Keyword

compliance ;  deterrence theory ;  fear ;  forgiveness ;  Power

Abstract

Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees’ emotional exhaustion. We conducted three studies to test this model. Study 1 involved employees from a wide range of organizations in the USA (N = 275 employees). Study 2 used a sample of leaders and employees from China and measured our model variables at three different points in time (N = 182 employees and 54 leaders). Both studies provide consistent support for our hypotheses. Finally, Study 3 involved a laboratory experiment in which 62 senior executives were assigned to either a mindfulness induction or to a control condition. Again, results revealed a significant and positive link between leader mindfulness and leader procedural justice enactment. In sum, these findings expand our understanding of mindfulness to the domain of leadership, a key area of organizational research. Moreover, they complement prior studies by showing that mindfulness dynamics go beyond intrapersonal effects but also influence the attitudes and behaviors of others. We discuss our findings in light of their contributions to the mindfulness, ethics, and leadership literatures and point out implications for practice.

Keyword

Emotional exhaustion ;  Employee performance ;  Experiment ;  Field study ;  Justice rule adherence ;  Leadership ;  Mindfulness ;  Procedural justice enactment ;  Serial mediation

Abstract

Heaviness is a bodily metaphor used to express sadness. Building on embodied cognition theory and metaphor theory, we argue that sadness is grounded in bodily sensation of heaviness, which has important sensory marketing implications for engaging consumer senses to affect consumer decision-making and attitude formation processes. We found support for this metaphorical link between heaviness and sadness across six studies. We showed that carrying a heavy bag saddened individuals and increased the valuation of a teddy bear. Intention to donate to a charity supporting endangered tigers increased when burdened participants watched a sad video about these animals. Conversely, sadness induced physical heaviness and increased preference for an easy-to-maintain sofa. Further, sad individuals disliked an advertisement for a sports drink that figured energy-consuming actions. Our findings inform sensory marketing practice about embedding the bodily sensation of heaviness to induce sadness in marketing communication.

Keyword

Embodied cognition ;  heavy ;  sadness ;  metaphor ;  sensory marketing ;  customer experience

Abstract

我们发现，当“冒犯者”处于拥有职权的位置时，他们的道歉往往起不到作用。如果是下属道歉，他们更容易得到谅解。

Keyword

管理者 ;  道歉 ;  冒犯 ;  下属

Abstract

An apology, as an expression of remorse, can be an effective response from a transgressor to obtain forgiveness from a victim. Yet, to be effective, the victim should not construe the transgressor’s actions in a cynical way. Because low-power people tend to interpret the actions of high-power people in a cynical way, we argue that an apology (versus no apology) from high-power transgressors should be relatively ineffective in increasing forgiveness from low-power victims. We find support for this moderated mediation model in a critical incidents study (Study 1), a forced recall study (Study 2) among employees from various organizations and a controlled laboratory experiment among business students (Study 3). These studies reveal the limited value of expressions of remorse by high-power people in promoting forgiveness.

Keyword

apology ;  cynicism ;  forgiveness ;  power ;  remorse