Suchergebnisse

Abstract. People rely on the facial appearance of political candidates when voting. Here, we examine whether the perceived competence, trustworthiness, and attractiveness of male Italian mayoral candidates ( n = 150) predict their electoral success. Building on situational leadership theory, we also examine whether associations between apparent traits and electoral success are moderated by contextual factors. Specifically, we test whether trustworthy-looking politicians are more successful in Southern Italy where political corruption is a more salient issue. Across three preregistered studies ( N = 470), we find that attractive-looking candidates were more successful. Perceived competence and trustworthiness were not consistently associated with electoral success. Moreover, we do not find evidence that regional variation in corruption moderates the success of trustworthy-looking politicians.

AbstractThe authors examined the concept of vengeance from a prototype perspective. In 6 studies, the prototype structure of vengeance was mapped. Sixty‐nine features of vengeance were identified (Study 1), and rated on centrality (Study 2). Further studies confirmed the prototype structure. Compared to peripheral features (e.g., religion, shame, and self‐esteem), central features (e.g., humiliation, honor, and power) were more often recalled and recognized in memory tests (Study 3), classified as vengeance more often and faster (Study 4), and rated higher in participants' autobiographical vengeance recalls (Studies 5 and 6). Lay conceptions of vengeance included the view that vengeance is planned, personal, and aggressive, and involves intense feelings of anger, humiliation, envy, and vindictive feelings, as well as negative thoughts.

Abstract: Cynicism – the belief that people are driven primarily by self-interest – has been predominantly associated with detrimental consequences for individuals and organizations. Less is known about its potentially positive implications. We investigated whether lay people consider cynicism helpful in preventing antisocial behavior and therefore see value in cynical leaders. We found that people viewed cynical (vs. trusting) leaders as better at detecting antisocial behavior and more punitive, and therefore, as better at preventing employees' antisocial behavior (Study 1). Despite this, cynical (vs. trusting) leaders were less likely to be hired, were offered lower salaries, and were seen as less effective (Study 2). This aversion to cynical leaders was attenuated for jobs that emphasized the importance of preventing antisocial behavior (Study 3).

AbstractLittle is known about the situational factors that turn feelings of revenge into actual acts of revenge. Addressing this gap in the literature, this study selected a representative sample of people who acted on their feelings of revenge (avengers) and of people who did not (nonavengers), obtaining a reflection of typical antecedents of revenge. Results revealed that avengers did not report more severe offenses. Neither did avengers report less closeness to offenders nor a larger number of audience members toward whom they might want to prove something. Results did reveal that revenge was more prevalent (a) among young, male friends and acquaintances; (b) in contexts involving social exclusion; and (c) if there was a possibility to take revenge.