Publications by authors named "Ed Sleebos"

Gossip is condemned but also ubiquitous and thought to be essential for groups. This triggers the question of which motives explain gossip behavior. Hitherto, negative influence, social enjoyment, group protection, and information gathering and validation are established as motives to gossip.

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Purpose: Organizational change can be a major stress factor for employees. We investigate if stress responses can be explained by the extent to which there is a match between employee self-construal (in personal or collective terms) and change consequences (i.e.

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We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team.

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Article Synopsis
  • The stereotype content model (SCM) looks at how people think about different groups in society and helps explain these thoughts in different cultures.
  • The study found that in many countries, people often see groups as having either high warmth or high competence, but not both at the same time.
  • It also discovered that in collectivist cultures (like some in East Asia), groups may not be viewed as positively as in individualist cultures (like most of Europe), meaning they judge out-groups more harshly without praising their own groups.
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Previous research has demonstrated that intragroup respect can strengthen people's commitment to the group and encourage them to exert themselves on behalf of it. In the present research, the authors argue that similar behavior can ensue from self-focused concerns when group members are disrespected. Experiment 1 (N = 174) confirms that high respect as well as low respect motivates people to increase their actual discretionary efforts on behalf of the group.

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