Once bitten, twice shy: The negative spillover effect of seeing betrayal of trust.

From financial improprieties to fraudulent claims, scandals and trust transgressions can incite feelings of betrayal. Can these negative reactions spillover and taint other entities that were not involved in the original transgression? We conducted six studies to investigate this question directly. Results consistently demonstrated that people who had perceived a recent betrayal by a transgressing trustee were significantly less likely to trust a new entity that shared nominal group membership with the previous trust transgressor.

Wish-making during the COVID-19 pandemic enhances positive appraisals and job satisfaction.

Guided by cognitive appraisal theory, we argue that wish-making is a conceptually distinct type of coping strategy and that wish-making during the COVID-19 pandemic has functional cognitive-affective consequences. Specifically, it facilitates positive appraisals of the pandemic, which then facilitate job satisfaction. Enhanced job satisfaction in turn reduces counterproductive work behavior during the pandemic.

From slacktivism to activism: Improving the commitment power of e-pledges for prosocial causes.

Prosocial organizations increasingly rely on e-pledges to promote their causes and secure commitment. Yet their effectiveness is controversial. Epitomized by UNICEF's "Likes Don't Save Lives" campaign, the threat of slacktivism has led some organizations to forsake social media as a potential platform for garnering commitment.

Changes in perceptions of ethical leadership: Effects on associative and dissociative outcomes.

From employees' point of view, changes in ethical leadership perceptions can signal important changes in the nature of the employment relationship. Guided by social exchange theory, this study proposes that changes in ethical leadership perceptions shape how employees appraise their exchange relationship with the organization and affect their pride in or contempt for the organization. Changes in these associative/dissociative emotions, in turn, precipitate changes in behaviors that serve or hurt the organization, notably voice and turnover.