Social cognition and social development: a sociocultural perspective; based on seminars
In: Cambridge studies in social and emotional development
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In: Cambridge studies in social and emotional development
In: Columbia Business School Research Paper Forthcoming
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In: Annual Review of Organizational Psychology and Organizational Behavior, Band 7, Heft 1, S. 25-48
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In: Rutgers Business Review, Band 2, Heft 1
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In: Key readings in social psychology
In: Political psychology: journal of the International Society of Political Psychology, Band 32, Heft 3, S. 399-418
ISSN: 1467-9221
In: Political psychology: journal of the International Society of Political Psychology, Band 32, Heft 3, S. 399-419
ISSN: 0162-895X
In: Communication research, Band 16, Heft 3, S. 309-313
ISSN: 1552-3810
In: IACM 23rd Annual Conference Paper
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Working paper
In: Journal of Experimental Social Psychology, Band 45, Heft 5, S. 1105-1110
What is the effect of followers' promotion focus on their satisfaction from working with a leader who is prototypic of their group? We propose that high (vs. low) promotion-focused followers will respond more positively to a group-prototypic leader as a way to advance the in-group ("promote us"), which would increase their satisfaction from working with that leader. Results from an organizational survey and a scenario experiment supported the predicted two-way interaction between promotion focus and leaders' group prototypicality: the positive relation between leaders' group prototypicality and followers' satisfaction from working with their leader was significantly greater for high than low promotion-focused employees. No such interactive effect was found for employees' level of prevention focus. We discuss how these findings extend social identity theory's analysis of leadership.
In: Psychology Library Editions: Emotion
In: Psychology Library Editions: Emotion Ser.
Originally published in 1988, the purpose of this book was to explore the interrelations among communication, social cognition and affect. The contributors, selected by the editors, were some of the best known in their fields and they significantly added to the knowledge of this interdisciplinary domain at the time. In late April 1986 the authors met at a conference centre at the University of Kentucky. They presented first drafts of their chapters and exchanged ideas. Out of these interactions came this book, which has a broad interest across several areas of psychology and communication. Whi
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 35, Heft 2, S. 101718
In: IACM 23rd Annual Conference Paper
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Working paper
In: Small group research: an international journal of theory, investigation, and application, Band 49, Heft 5, S. 519-544
ISSN: 1552-8278
Although identifying cues indicating a problem represents a crucial aspect of team adaptation, little is known about the conditions under which team members do this correctly. To address this issue, the current study focused on the motivational basis of cue identification by investigating interactive effects of members' regulatory focus, their contribution redundancy, and the team performance context. Participants working in 105 three-person teams were asked to identify problem cues in a signal detection task. Utilizing a 2 (regulatory focus: promotion vs. prevention) x 2 (performance context: status quo vs. loss) x 2 (contribution redundancy: low vs. high) mixed analysis of variance (ANOVA) design with contribution redundancy as a within-participants factor, we obtained the predicted three-way interaction: In the status quo condition, prevention-focused, but not promotion-focused, team members were less accurate in identifying problem cues when their contributions were redundant. Our findings contribute to a better understanding of the motivational basis of team adaptation.