A5037891606- Job Satisfaction and Organizational Behavior
- Emotional Intelligence and Performance
- Social and Intergroup Psychology
- Conflict Management and Negotiation
- Ethics in Business and Education
- Management and Organizational Studies
- Resilience and Mental Health
- Experimental Behavioral Economics Studies
- Socioeconomic Development in MENA
- Complex Systems and Decision Making
- Psychology of Moral and Emotional Judgment
- Electoral Systems and Political Participation
- Gender Politics and Representation
- Political Conflict and Governance
- Leadership, Courage, and Heroism Studies
- Organizational Learning and Leadership
- Gender Diversity and Inequality
- Cultural Differences and Values
- Educational and Psychological Assessments
- Human Resource Development and Performance Evaluation
- Personality Traits and Psychology
- Community Health and Development
- Workplace Violence and Bullying
- Workplace Spirituality and Leadership
- Law in Society and Culture
Singapore Management University
2013-2023
The University of Melbourne
2023
The University of Western Australia
2017-2018
Bocconi University
2014-2017
Kellogg's (Canada)
2017
Universitat Pompeu Fabra
2013
The conventional wisdom is that voice leads to desirable outcomes for organizations. However, this most certainly an oversimplification. Of the over 1,000 studies examining impact of in organizations, implications vary by level organization (individual, group, organization) as well outcome interest (e.g., group harmony vs. job satisfaction). In article, we draw from diverse literatures integrate theoretical frameworks and empirical results across organizational levels. To do so, start with a...
Subordinates are often seen as impotent, able to react but not affect how powerholders treat them. Instead, we conceptualize subordinate feedback an important trigger of powerholders' behavioral self-regulation and explore subordinates' reciprocal influence on allocate resources them over time. In 2 experiments using a multiparty, multiround dictator game paradigm, found that when subordinates provided candid about whether they prior allocations be fair or unfair, regulated self-interested...
Research on power often treats the recipients of powerholders' decisions (i.e., subordinates) as an undifferentiated group, overlooking how their responses to might vary and those affect later decisions. In this article, we examine role lone dissenting subordinates (individuals whose feedback differs from that expressed by other group members) in shaping allocation decisions, explore consequences face for dissent. 3 experimental studies, show even a voice, subordinate influences Powerholders...
The outcome of the 2016 U.S. Presidential election was a big surprise to many, as majority polls had predicted opposite outcome. In this two-stage cross-sectional study, we focus on how Democrats and Republicans reacted electoral these reactions might have influenced way they allocated resources each other in small groups. We find that, before election, showed greater in-group favoritism than Democrats, who treated others equally, regardless their political affiliation. then show that...
Abstract Business ethics research has long examined the dichotomy between remaining silent or reporting ethical misconduct to a third party. Little is known, however, about conversations within work group after observing misconduct. Specifically, we do not know how many members of their individuals choose communicate with. These could have important implications for creating an workplace. We propose that psychological standing driver individuals’ decisions remain and instead raise moral...
Followers are often seen as impotent, able to react but not influence how leaders treat them. Using multi-round dictator games, we explore the power of followers reciprocally leaders’ behavior. We find that who challenge (“squeaky wheels”) receive more both on average and over time than acquiesce (“stooges”). also reward stooges punish squeaky wheels, only when they minorities. Extending literature upward feedback minority influence, results endorse idea can treated, so speak in unison.
Previous research conducted in Singapore identified nine dimensions of leader humility: (1) having an accurate view self, (2) recognizing follower strengths and achievements, (3) modeling teachability, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) expressing empathy being approachable, (8) mutual respect fairness, (9) mentoring coaching (Oc, Bashshur, Daniels, Greguras & Diefendorff, press). Based on these their associated definitions, we...
Previous research on gender discrimination has explored whether and why women are less likely than men to occupy leadership positions in organizations. The current contributes this literature by exploring one form of discrimination, subtle rather unexpected nature, as it occurs during the hiring process when decision maker presents information about a position potential job candidate. Drawing role congruity theory political ideology, we predict an interaction effect between candidate’s...
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