When being overpaid makes me feel good about myself: It depends on how the other feels

The present research examined whether the emotions of others (i.e., disappointment versus happiness with respect to a received outcome) influence own self-esteem when being overpaid. Results from two experiments demonstrated that participants reported higher performance self-esteem when the other expressed happiness rather than disappointment. This effect was only found in the condition where one was overpaid relative to the condition where one did not yet know one’s own outcome. In the second experimental study we further found that this interaction between the emotion of the other and the distribution situation only emerged among participants low (relative to high) in personal need for structure. Implications with respect to the relationship between overpayment and self-esteem and the interpersonal effects of emotions in this process are discussed.     

“During my life so much has changed that it looks like a new world to me” A narrative perspective on migrating in time

Older individuals have witnessed a vast amount of cultural change during their lives. They are therefore living in a culture which differs radically from the one in which they grew up. Building on basic psychological processes of acculturation in migrants, this article develops a narrative theory on the dynamics of identity development in times of cultural change. Twenty-four individuals between 64 and 75 years, belonging to the “silent” generation and currently in their third age, were interviewed about cultural change. Content analysis of the narratives showed four themes: general remarks about cultural changes, expanding material opportunities, liberation of relationships, and increasing freedom of choice. Identifications with the past and with the present were found for each of these themes. Three ways of construing retirement, as extra time, enjoyment or liberation, were related to the identifications with past and present. The findings point out fundamental processes of identity development in a changing cultural context.     

Effects of Social Anxiety on Emotional Mimicry and Contagion: Feeling Negative,but Smiling Politely

Socially anxiety may be related to a different pattern of facial mimicry and contagion of others’ emotions. We report two studies in which participants with different levels of social anxiety reacted to others’ emotional displays, either shown on a computer screen (Study 1) or in an actual social interaction (Study 2). Study 1 examined facial mimicry and emotional contagion in response to displays of happiness, anger, fear, and contempt. Participants mimicked negative and positive emotions to some extent, but we found no relation between mimicry and the social anxiety level of the participants. Furthermore, socially anxious individuals were more prone to experience negative emotions and felt more irritated in response to negative emotion displays. In Study 2, we found that social anxiety was related to enhanced mimicry of smiling, but this was only the case for polite smiles and not for enjoyment smiles. These results suggest that socially anxious individuals tend to catch negative emotions from others, but suppress their expression by mimicking positive displays. This may be explained by the tendency of socially anxious individuals to avoid conflict or rejection.     

The role of vertical conflict in the relationship between leader self-enhancement and leader performance

Although studies have shown that inflated self-perceptions of transformational leadership behavior negatively affect leader performance, insight into the underlying processes explaining this relationship is lacking. The current study addresses this gap by identifying vertical conflict between leaders and subordinates as one such underlying process. Using a sample of 52 leaders supervising 259 subordinates, it was found that leader self-enhancement of transformational leadership behavior is significantly and positively related to vertical conflict about both task and relationship issues. Results further indicate that vertical task conflict rather than vertical relationship conflict mediates the negative relationship between leader self-enhancement and leader performance.     

‘Red Devils’: The Botwin company in the Spanish civil war

Zionists “Unmasked”

VTORZHENIE bez ORUZHIYA (Invasion Without Anns), by Vladimir Begun, Moscow, “Molodaya gvardiya”, 1977. 175 pp. 35 kop.

SOVIET JEWISH RESETTLEMENT IN AMERICA

THE SOVIET JEWISH EMIGRE. PROCEEDINGS OF THE NATIONAL SYMPOSIUM ON THE INTEGRATION OF SOVIET JEWS INTO THE AMERICAN JEWISH COM MUNITY, December 26–27, 1976, ed. by Jerome M. Gilison. Baltimore, Baltimore Hebrew College, 1977. 167 pp. Bibl.

INTER‐WAR POLISH JEWRY

ON THE EDGE OF DESTRUCTION. JEWS OF POLAND BETWEEN THE TWO WORLD wars, by Celia S. Heller. New York, Columbia University Press, 1977. xi, 369 pp. IIIus. Index. $ 14.95.

EUROCOMMUNIST AMBIGUITIES l'eurocommunisme, by Fernando Claudin. Paris, François Maspero, 1977. 151 pp. (Cahiers libres 336). F.22.00.

EURO‐KOMMUNISMUS, by A. Dalma, J. Rovan, A. Razumovsky, M. Vermeh ren, H. Ramseier. Zürich, Edition Interform AG, 1977. 110 pp. (Texte + Thesen 79). DM 8.00.

THEORIES OF NATIONALISM

NATIONAL LIBERATION REVOLUTIONS TODAY. Part I. Some Questions of Theory, by K. N. Brutents. Moscow, Progress Publishers. 1977. 321 pp. (Problems of the Third World.)

THE EVOLUTION OF NATIONALISM IN ASIA AND AFRICA. MOSCOW, USSR Academy of Sciences, 1976. 204 pp. (Problems of Contemporary World, no. 36.)     

Emotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions

This study examines the complex connection between individuals' emotion recognition capability and their emergence as leaders. It is hypothesized that emotion recognition and extraversion interactively relate with an individual's task coordination behavior which, in turn, influences the likelihood of emerging as a leader. In other words, we cast task coordination as a mediating mechanism in the joint relationship between emotion recognition and extraversion, on the one hand, and leader emergence, on the other. Study hypotheses were tested using multisource data from two diverse, independent samples. Study 1 supports the hypothesized relationships in a sample of student project teams in the Netherlands, and Study 2 constructively replicates the proposed model using student participants in an assessment center in the United States. These findings were obtained using a performance-based test of emotion recognition and controlling for a battery of known covariates.     

Leadership and Affect: Moving the Hearts and Minds of Followers

We provide an integrative review of the empirical literature on leadership and affect (emotion, mood, and affective dispositions), which is first and foremost a literature on leader displays of affect. We conclude that the influence of leader affective displays can be understood through the mediation paths of emotional contagion and cognitive interpretation of affect in combination with the first- and second-stage moderators of these paths. We also conclude that the common yet overly simplistic notion that leader displays of positive affect are more effective than leader displays of negative affect can in important part be attributed to an overreliance on subjective ratings as indicators of leadership effectiveness, whereas behavioral indicators of leadership effectiveness suggest a more contingent view of the effectiveness of positive and negative affective displays. We propose that to bolster and further develop these conclusions, we need (a) more research focusing on moderation in dual-path mediation; (b) development of theory about cognitive interpretations following leader affective displays; and (c) more sophisticated models of the difference amongst different affective states to better capture the complexity of their effects. We also outline how evidence regarding the role of follower affect in response to leadership more generally points to the potential for integration of affective and non-affective models of leadership.     

How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance

Previous studies have found mixed results regarding the influence of positive and negative leader affect on follower performance. We propose that both leader happiness and leader sadness can be beneficial for follower performance contingent on whether the task concerns creative or analytical performance. This proposition was put to the test in two experiments in which leader affective display was manipulated and the performance of (student) participants was assessed. The results supported our hypothesis that a leader's displays of happiness enhance follower creative performance, whereas a leader's displays of sadness enhance follower analytical performance. Contrasting these findings with evidence for a subjective rating of leadership effectiveness, in line with an implicit leadership theory interpretation, leaders were perceived as more effective when displaying happiness rather than sadness irrespective of task type. The second study showed that the effects of leader affective displays on followers' creative performance and perceived leadership effectiveness are mediated by follower positive affect, indicating that emotional contagion partly underlies these effects.