Social Psychology of the Workplace, Volume 23 (Advances in Group Processes)

"Advances in Group Processes" publishes theoretical analyses, reviews and theory based empirical chapters on group phenomena. Volume 23 includes papers that address fundamental issues relating to the Social Psychology of the Workplace. Chapter one uses a social identity perspective to understand the emergence of social capital and cooperative behavior in the workplace. The second and third chapters address issues of leadership. Chapter two reviews the social psychological literature on leadership, and contrasts this with leadership literatures which tend to be more applied (and positive) in nature. The third chapter offers a new theory of leadership that centers on the importance of leadership vision and self-sacrifice. As a group, these chapters address new empirical and theoretical problems at the cutting edge of workplace research. The next two chapters take on issues gender and inequality. Chapter four compares and contrasts two classes of theoretical explanations for gender inequality: economic theories of statistical discrimination and social psychological theories of status discrimination. After evaluating both programs of research, the paper illustrates how status based theories may be relaxed to encompass more of the empirical landscape. The next chapter examines how legitimacy (or a lack thereof) in male or female dominated organizations can produce salient gender stereotypes. The authors report data from a new laboratory experiment, and find support for a number of the basic relationships that are predicted. Readers interested in issues pertaining to gender in the workplace should find both chapters appealing. Issues of power and status are at the core of the next chapters. Chapter six asserts that the concept of hierarchy has been neglected in a number of research areas in the organizational domain. The paper shows how greater attention to status and power hierarchies can increase our understanding of group decision making, conflict management, and performance. Chapter seven illustrates how principles from network exchange theory and expectation states theory are broadly applicable to issues of leadership in organizations and academia. Together, these two chapters make a strong case that theories of power and status have much to offer in explaining the social psychology of the workplace. Two chapters address issues of legitimacy. Chapter eight explores how procedural justice and collective legitimacy jointly produce negative emotions in the workplace. This chapter develops a number of hypotheses regarding how it is that collective legitimacy impacts perceptions of procedural justice when people do not receive the rewards that they expect. Chapter nine theoretically distills the relationship between legitimacy and trust, focusing specifically on ways that these processes interface with research on leadership in organizations. The final two chapters explore some of the broader social psychological issues of the workplace. Chapter ten draws on the larger identity maintenance literature to explain selective identity preference in occupational settings. Specifically, the paper details how individuals choose among potential future identities when all other benefits are essentially the same. The final chapter explores the emergence of propane markets in the southern United States, documenting the theoretical principles of market structure and cataloguing the problems such markets face. Overall, the volume includes papers that reflect a wide range of theoretical approaches to the social psychology of the workplace, and contributions by major scholars from multiple disciplines that work in the general area of group processes. This book addresses gender and inequality in the workplace, considers leadership theories, and reviews the hierarchy structure of organizations 13.pdf......Page 0 List of contributors......Page 2 preface......Page 4 Social capital and cooperative behavior in the workplace: a social identity perspective......Page 8 Social capital in the workplace: forms, functions, and foundations......Page 10 Collective identity as a psychological source of social capital......Page 12 Explicating the links between collective identity and social capital......Page 16 Psychological Transformations and Choice Behavior......Page 17 Cognitive Transformations......Page 18 Motivational Transformations......Page 19 Hedonic Transformations......Page 21 Salience of Social Decision Rules......Page 24 Social identity and social capital in the workplace: toward a more integrative perspective......Page 25 Social Identity, Social Capital, and Workplace Trust......Page 26 Creating and Sustaining Social Capital in the Workplace: Some Practical Implications and Caveats......Page 27 Social Identity in the Workplace: Toward a More Prosocial (and Less Economistic) View of Workplace Behavior......Page 28 Notes......Page 30 Acknowledgments......Page 31 References......Page 32 The negative and positive psychology of leadership and group research......Page 38 Positive psychology......Page 40 Negative psychology of leadership......Page 41 Negative psychology of groups and teams......Page 47 Positive psychology of leadership......Page 52 Positive psychology of groups and teams......Page 55 Methodological Issues......Page 59 References......Page 60 How Team Leaders Use Salient Vision and Self-Sacrifice to Enhance Team Effectiveness......Page 69 Background......Page 71 Vision Salience......Page 72 Self-Sacrificial Behavior......Page 73 Hypotheses......Page 75 Team Climate......Page 76 Methods......Page 77 Measurement......Page 78 Results......Page 80 Conclusion......Page 85 Notes......Page 89 References......Page 90 Biased estimators? Comparing status and statistical theories of gender discrimination......Page 94 Status Characteristics Theory......Page 96 Status Discrimination in the Labor Market......Page 97 Scope Conditions......Page 98 Theories of statistical discrimination......Page 99 Mean Models of Statistical Discrimination......Page 100 Variance Models of Statistical Discrimination......Page 101 Measurement Models of Statistical Discrimination......Page 102 A comparison of statistical and status-based discrimination......Page 104 Empirical Evidence......Page 105 Relative Advantages of Status and Statistical Discrimination Theories......Page 108 Broadening the Conception of Performance Expectations......Page 111 The Importance of Commitment and Effort......Page 112 The Declining Significance of Competence......Page 113 Evaluating Perceived Effort, Commitment and Competence......Page 114 Conclusion......Page 116 Notes......Page 118 References......Page 119 Legitimacy, Organizational Sex Composition, and Female Leadership......Page 122 Legitimacy and leadership......Page 125 Gender stereotypes, gender status beliefs, and organizational sex composition......Page 126 The Work Situation: Scope Conditions......Page 128 Task 1......Page 129 The Triggering Effect of Deauthorizaton in Task 2......Page 130 Theoretical Assumptions and Hypotheses......Page 133 Participants and Organizational Groups......Page 134 Procedures......Page 135 Manipulations of Independent Variables......Page 138 Measures of Dependent Variables......Page 139 Manipulation Checks of Independent Variables......Page 140 Task 1 Results Check......Page 141 The Effects of Legitimacy on Deferential and Directive Behavior......Page 142 The Effects of Legitimacy and Organizational Sex Compositions on Deference and Directive Behaviors......Page 143 The Effects of Legitimacy and Organizational Sex Composition on Task Behavior......Page 144 Conclusion......Page 145 Notes......Page 147 Acknowledgment......Page 149 References......Page 150 Status and Power in Organizational Group Research: Acknowledging the Pervasiveness of Hierarchy......Page 153 Status......Page 155 Power......Page 157 Influence......Page 158 Groups and hierarchy......Page 160 Discussion Bias......Page 162 Rotating Group Members......Page 165 Transactive Memory......Page 167 Conflict and Performance......Page 168 Creativity: Managing Diversity in Groups......Page 172 Conclusion......Page 176 References......Page 177 Power, status, and leadership in diverse organizations: from basic research to program development......Page 187 Introduction......Page 188 Power, status, and leadership......Page 189 Relating theories of power and status to leadership diversity......Page 191 Interrelating theory, research, and program development......Page 192 Leadership in diverse environments program development......Page 194 Basic research: status characteristics and the glass ceiling2......Page 196 Does a Glass Ceiling Specific to Women Exist?......Page 197 Extending Status Characteristics Theory to Explain the Glass Ceiling......Page 198 Recent progress in program development......Page 202 Conclusion......Page 203 Notes......Page 204 References......Page 205 Preliminary Readings for a Research Seminar: Power, Status, and Leadership in Diverse Environments......Page 209 Procedural Justice and Legitimacy: Predicting Negative Emotional Reactions to Workplace Injustice......Page 211 Emotional reactions to workplace injustice......Page 213 Procedural justice and emotions......Page 215 Legitimacy and emotions......Page 217 Categories of emotional response......Page 218 Backward-looking Emotions: Anger and Resentment......Page 220 Forward-looking Emotions: Worry and Hopelessness......Page 222 Emotional Expression: Anger and Resentment......Page 224 Conclusion......Page 227 References......Page 228 Introduction......Page 232 Legitimacy and institutionalization......Page 233 Institutionalization......Page 235 Status and Legitimacy......Page 236 Status in Groups......Page 237 Legitmation and Delegitimation of Status Orders......Page 240 Status and Institutionalization......Page 241 Institutionalization as trust-building......Page 242 Definitions of Trust......Page 243 Theoretical Explanations of Trust......Page 244 Legitimacy as trust-building with application to leadership in organizations......Page 245 Leader Legitimacy and Trust: Relevant Research......Page 246 A research setting to examine legitimacy as trust-building......Page 248 An Experimental Setting for Leader Legitimacy......Page 249 Discussion and conclusion......Page 250 References......Page 251 Selective identity preferences: Choosing from among alternative occupational identities......Page 256 Background......Page 259 Theory......Page 261 Occupational Identities as Affect Control......Page 262 The Goodness, Power, and Liveliness of Occupations......Page 265 Summary and predictions......Page 266 Hypotheses......Page 267 Measuring Identity Meanings......Page 273 Measuring Identity Preferences......Page 274 Analyses and findings......Page 275 Conclusions and discussion......Page 278 Acknowledgment......Page 281 References......Page 282 How not to build an online market: the sociology of market microstructure......Page 285 The Unplanned Experiment......Page 286 Research Setting......Page 287 The ‘‘B2B’’ model of the market......Page 288 Assumptions in the Market Model......Page 289 The ‘‘Demise’’ of the Middleman......Page 290 The Texas Propane Hub......Page 291 Altra Online Exchange......Page 292 The Puzzle of California Propane......Page 293 ‘‘Things Go Wrong’’......Page 296 Solving Supply Problems......Page 297 Favors in the Texas Market......Page 298 The prevalence of fragmented markets......Page 299 ‘‘It’s Not the Same Stuff’’......Page 300 The Importance of the Middle Ground......Page 301 The Technology Needs to Match the Sociology......Page 303 Notes......Page 304 References......Page 306