Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

We build on the small but growing literature documenting personality influences on negotiation by examining how the joint disposition of both negotiators with respect to the interpersonal traits of agreeableness and extraversion influences important negotiation processes and outcomes. Building on similarity-attraction theory, we articulate and demonstrate how being similarly high or similarly low on agreeableness and extraversion leads dyad members to express more positive emotional displays during negotiation. Moreover, because of increased positive emotional displays, we show that dyads with such compositions also tend to reach agreements faster, perceive less relationship conflict, and have more positive impressions of their negotiation partner.

When are do-gooders treated badly? Legitimate power, role expectations, and reactions to moral objection in organizations.

Organization members who engage in "moral objection" by taking a principled stand against ethically questionable activities help to prevent such activities from persisting. Unfortunately, research suggests that they also may be perceived as less warm (i.e.

A quasi-experimental study of after-event reviews and leadership development.

We examine how structured reflection through after-event reviews (AERs) promotes experience-based leadership development and how people's prior experiences and personality attributes influence the impact of AERs on leadership development. We test our hypotheses in a time-lagged, quasi-experimental study that followed 173 research participants for 9 months and across 4 distinct developmental experiences. Findings indicate that AERs have a positive effect on leadership development, and this effect is accentuated when people are conscientious, open to experience, and emotionally stable and have a rich base of prior developmental experiences.

Does power corrupt or enable? When and why power facilitates self-interested behavior.

Does power corrupt a moral identity, or does it enable a moral identity to emerge? Drawing from the power literature, we propose that the psychological experience of power, although often associated with promoting self-interest, is associated with greater self-interest only in the presence of a weak moral identity. Furthermore, we propose that the psychological experience of power is associated with less self-interest in the presence of a strong moral identity. Across a field survey of working adults and in a lab experiment, individuals with a strong moral identity were less likely to act in self-interest, yet individuals with a weak moral identity were more likely to act in self-interest, when subjectively experiencing power.

When is straightforwardness a liability in negotiations? The role of integrative potential and structural power.

Negotiations present individuals with a paradox. On the one hand, individuals are expected via social norms and formal regulations to be honest and straightforward in their negotiations. On the other hand, individuals who mislead their negotiation counterpart are often rewarded with more favorable settlements.

Developing leaders via experience: the role of developmental challenge, learning orientation, and feedback availability.

Prior research offers limited insight into the types of work experiences that promote leadership skill development and the ways that the person and context shape the developmental value of these experiences. In this article, the authors develop a series of hypotheses linking leadership skill development to features of the experience (developmental challenge), person (learning orientation), and context (feedback availability). Based on 225 on-the-job experiences across 60 managers, their results demonstrate that the relationship between developmental challenge and leadership skill development exhibits a pattern of diminishing returns.

Harmful help: the costs of backing-up behavior in teams.

Prior research on backing-up behavior has indicated that it is beneficial to teams (C. O. L.

When can employees have a family life? The effects of daily workload and affect on work-family conflict and social behaviors at home.

This article presents a longitudinal examination of antecedents and outcomes of work-to-family conflict. A total of 106 employees participating in an experience-sampling study were asked to respond to daily surveys both at work and at home, and their spouses were interviewed daily via telephone for a period of 2 weeks. Intraindividual analyses revealed that employees' perceptions of workload predicted work-to-family conflict over time, even when controlling for the number of hours spent at work.

Stability and change in person-team and person-role fit over time: the effects of growth satisfaction, performance, and general self-efficacy.

Although considerable research has focused on various forms of person-environment fit, little research has examined how person-team and person-role fit operate over time in team contexts. To address this gap, the authors examined the dynamic nature of values-based person-team fit and person-role fit. They identified several factors that influence these fit perceptions over time.

Statistical power and parameter stability when subjects are few and tests are many: comment on Peterson, Smith, Martorana, and Owens (2003).

Comments on the original article "The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance", by R. S. Peterson et al.

The convergent and discriminant validity of subjective fit perceptions.

This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions.