Looking down: the influence of contempt and compassion on emergent leadership categorizations.

By integrating the literatures on implicit leadership and the social functions of discrete emotions, we develop and test a theoretical model of emotion expression and leadership categorizations. Specifically, we examine the influence of 2 socio-comparative emotions-compassion and contempt-on assessments of leadership made both in 1st impression contexts and over time. To demonstrate both internal and external validity, Studies 1a and 1b provide laboratory and field evidence to show that expressing the discrete emotions of contempt and compassion positively relates to perceptions that an individual is a leader.

The cost of collaboration: why joint decision making exacerbates rejection of outside information.

Prior investigators have asserted that certain group characteristics cause group members to disregard outside information and that this behavior leads to diminished performance. We demonstrate that the very process of making a judgment collaboratively rather than individually also contributes to such myopic underweighting of external viewpoints. Dyad members exposed to numerical judgments made by peers gave significantly less weight to those judgments than did individuals working alone.

The bias against creativity: why people desire but reject creative ideas.

People often reject creative ideas, even when espousing creativity as a desired goal. To explain this paradox, we propose that people can hold a bias against creativity that is not necessarily overt and that is activated when people experience a motivation to reduce uncertainty. In two experiments, we manipulated uncertainty using different methods, including an uncertainty-reduction prime.

Why seeking help from teammates is a blessing and a curse: a theory of help seeking and individual creativity in team contexts.

Research has not explored the extent to which seeking help from teammates positively relates to a person's own creativity. This question is important to explore as help seeking is commonly enacted in organizations and may come with reciprocation costs that may also diminish creativity. Results based on 291 employees in a single division of a large multinational organization revealed that seeking help predicted creativity and mediated the relationship between intrinsic motivation and creativity.

Does perceived unfairness exacerbate or mitigate interpersonal counterproductive work behaviors related to envy?

The authors examined how the interaction between perceived unfairness and episodic envy predicts interpersonal counterproductive work behaviors toward the envied other. In 2 studies using different samples and methods to elicit envy, predictions were compared based on the social exchange and attribution models of fairness. The results support the social exchange model of fairness, showing that higher levels of envy and perceived unfairness result in higher levels of interpersonal counterproductive work behavior (Study 1), especially among high self-esteem individuals (Study 2).