Psychological science
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Psychological science · Dec 2013
The double-edged sword of grandiose narcissism: implications for successful and unsuccessful leadership among U.S. Presidents.
Recent research and theorizing suggest that narcissism may predict both positive and negative leadership behaviors. We tested this hypothesis with data on the 42 U. S. presidents up to and including George W. ⋯ Nevertheless, grandiose narcissism was also associated with several negative outcomes, including congressional impeachment resolutions and unethical behaviors. We found that presidents exhibit elevated levels of grandiose narcissism compared with the general population, and that presidents' grandiose narcissism has been rising over time. Our findings suggest that grandiose narcissism may be a double-edged sword in the leadership domain.
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Recognition performance is impaired when people are required to provide a verbal description of a complex stimulus (i.e., verbal-overshadowing effect), such as the face of the perpetrator in a simulated robbery. A shift in the processing operations that support successful face recognition is believed to underlie this effect. Specifically, when participants shift from a global to a local processing orientation, face recognition is impaired. ⋯ Rather, face recognition can be disrupted by a task (i.e., letter identification) that triggers the activation of a local processing orientation. Conversely, the activation of a global processing orientation can enhance the accuracy offace recognition. The theoretical and practical implications of these findings for recent treatments of verbal overshadowing and memory function are considered.
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Psychological science · Feb 2014
Nothing to declare: mandatory and voluntary disclosure leads advisors to avoid conflicts of interest.
Professionals face conflicts of interest when they have a personal interest in giving biased advice. Mandatory disclosure--informing consumers of the conflict--is a widely adopted strategy in numerous professions, such as medicine, finance, and accounting. Prior research has shown, however, that such disclosures have little impact on consumer behavior, and can backfire by leading advisors to give even more biased advice. ⋯ These results show that, although disclosure has generally been found to be ineffective for dealing with unavoidable conflicts of interest, it can be beneficial when providers have the ability to avoid conflicts. Mandatory and voluntary disclosure can deter advisors from accepting conflicts of interest so that they have nothing to disclose except the absence of conflicts. We propose that people are averse to being viewed as biased, and that policies designed to activate reputational and ethical concerns will motivate advisors to avoid conflicts of interest.
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The ability of the emotion gratitude to shape costly prosocial behavior was examined in three studies employing interpersonal emotion inductions and requests for assistance. Study 1 demonstrated that gratitude increases efforts to assist a benefactor even when such efforts are costly (i.e., hedonically negative), and that this increase differs from the effects of a general positive affective state. ⋯ Study 3 revealed that this incidental effect dissipates if one is made aware of the true cause of the emotional state. Implications of these findings for the role of gratitude in building relationships are discussed.
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Psychological science · Aug 2013
Perceiving social inequity: when subordinate-group positioning on one dimension of social hierarchy enhances privilege recognition on another.
Researchers have suggested that viewing social inequity as dominant-group privilege (rather than subordinate-group disadvantage) enhances dominant-group members' support for social policies aimed at lessening such inequity. However, because viewing inequity as dominant-group privilege can be damaging to dominant-group members' self-images, this perspective is frequently resisted. ⋯ We predicted that occupying a subordinate position on one dimension of social hierarchy could enhance perceptions of one's own privilege on a different dimension of hierarchy, but that this tendency would be diminished among individuals who felt they had achieved a particularly high level of success. Results from three studies that considered gender-based and race-based hierarchies in organizational settings supported our hypothesis.