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In public good dilemmas, people often coordinate their decisions by applying the equality rule. Prior research has shown that if one member violates equality, negative emotions emerge among the other group members. In two experimental studies we investigated whether the presence of a violator also affects contribution decisions. A first experiment demonstrated that a violation of equality does not always influence people's contributions. Even after an equality violation, group members continued to base their decisions on the equality rule if they faced a social dilemma with the same group members. But when group members faced a social dilemma with only the violator of equality, contributions were lowered. Experiment 2 showed that this is especially true for low trusters.

This study aims to respond to earlier calls to study well-known concepts, more specifically, job insecurity, in less traditional (i.e. non-European, non-US) settings, as well as factors that may mitigate the aversive consequences of job insecurity for employees' work-related functioning. We investigate (1) the relationship between job insecurity and work engagement and psychological distress, and (2) the moderating role of positive affect in these relationships. Cross-sectional data from 296 employees in a South African government organisation were used to test the hypotheses. The results showed that job insecurity was negatively related to work engagement and positively to psychological distress. These relationships were buffered by positive affect. ; http://dx.doi.org/10.1111/j.1464-0597.2012.00499.x ; http://onlinelibrary.wiley.com/doi/10.1111/j.1464-0597.2012.00499.x/pdf

This study aims to respond to earlier calls to study well-known concepts, more specifically, job insecurity, in less traditional (i.e. non-European, non-US) settings, as well as factors that may mitigate the aversive consequences of job insecurity for employees' work-related functioning. We investigate (1) the relationship between job insecurity and work engagement and psychological distress, and (2) the moderating role of positive affect in these relationships. Cross-sectional data from 296 employees in a South African government organisation were used to test the hypotheses. The results showed that job insecurity was negatively related to work engagement and positively to psychological distress. These relationships were buffered by positive affect

Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders' management of a shared sense of 'we' and 'us'. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. TheILIwas translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of theILIacross countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of theILI, noting that is likely to have particular utility in applied contexts.Practitioner pointsThe Identity Leadership Inventory (ILI) has a consistent factor structure and high predictive value across 20 countries and can thus be used to assess a leader's ability to manage (team and organizational) identities in a range of national and cultural contexts.Identity leadership as perceived by employees is uniquely related to important indicators of leadership effectiveness including employees' relationship to their team (identification and perceived team support), well‐being (job satisfaction and reduced burnout), and performance (citizenship and innovative behaviour at work).TheILIcan be used in practical settings to assess and develop leadership, for instance, in 360‐degree feedback systems.The short form of theILIis also a valid assessment of identity leadership, and this is likely to be useful in a range of applied contexts (e.g., those where there is a premium on cost and time or when comparing multiple leaders or multiple time points).

We conducted preregistered replications of 28 classic and contemporary published findings, with protocols that were peer reviewed in advance, to examine variation in effect magnitudes across samples and settings. Each protocol was administered to approximately half of 125 samples that comprised 15,305 participants from 36 countries and territories. Using the conventional criterion of statistical significance (p < .05), we found that 15 (54%) of the replications provided evidence of a statistically significant effect in the same direction as the original finding. With a strict significance criterion (p < .0001), 14 (50%) of the replications still provided such evidence, a reflection of the extremely high-powered design. Seven (25%) of the replications yielded effect sizes larger than the original ones, and 21 (75%) yielded effect sizes smaller than the original ones. The median comparable Cohen's ds were 0.60 for the original findings and 0.15 for the replications. The effect sizes were small (< 0.20) in 16 of the replications (57%), and 9 effects (32%) were in the direction opposite the direction of the original effect. Across settings, the Q statistic indicated significant heterogeneity in 11 (39%) of the replication effects, and most of those were among the findings with the largest overall effect sizes; only 1 effect that was near zero in the aggregate showed significant heterogeneity according to this measure. Only 1 effect had a tau value greater than .20, an indication of moderate heterogeneity. Eight others had tau values near or slightly above .10, an indication of slight heterogeneity. Moderation tests indicated that very little heterogeneity was attributable to the order in which the tasks were performed or whether the tasks were administered in lab versus online. Exploratory comparisons revealed little heterogeneity between Western, educated, industrialized, rich, and democratic (WEIRD) cultures and less WEIRD cultures (i.e., cultures with relatively high and low WEIRDness scores, respectively). Cumulatively, variability in the observed effect sizes was attributable more to the effect being studied than to the sample or setting in which it was studied.