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47. J. P. Trougakos, D. J. Beal, S. G. Green, and H. M. Weiss, “Making the Break Count: An Episodic Examination of Recovery Activities, Emotional Experiences, and Positive Affective Displays,” Academy of Management Journal 51, no. 1 (2008): 131–46.

48. U. R. Hülsheger, J. W. B. Lang, A. F. Schewe, and F. R. H. Zijlstra, “When Regulating Emotions at Work Pays Off: A Diary and an Intervention Study on Emotion Regulation and Customer Tips in Service Jobs,” Journal of Applied Psychology 100, no. 2 (2015): 263–77.

49. J. D. Kammeyer-Mueller et al. “A Meta-Analytic Structural Model of Dispositionally Affectivity and Emotional Labor.”

50. K. L. Wang and M. Groth, “Buffering the Negative Effects of Employee Surface Acting: The Moderating Role of Employee-Customer Relationship Strength and Personalized Services,” Journal of Applied Psychology 99, no. 2 (2014): 341–50.

51. A. A. Grandey, “When ‘The Show Must Go on’: Surface Acting and Deep Acting as Determinants of Emotional Exhaustion and Peer-Rated Service Delivery,” Academy of Management Journal 46, no. 1 (2003): 86–96.

52. U. R. HÜlsheger, H. J. E. Alberts, A. Feinholdt, and J. W. B. Lang, “Benefits of Mindfulness at Work: The Role of Mindfulness in Emotion Regulation, Emotional Exhaustion, and Job Satisfaction,” Journal of Applied Psychology 98, no. 2 (2013): 310–25.

53. R. Teper, Z. V. Segal, and M. Inzlicht, “Inside the Mindful Mind: How Mindfulness Enhances Emotion Regulation through Improvements in Executive Control,” Current Directions in Psychological Science 22, no. 6 (2013): 449–54.

54. H. Guenter, I. J. H. van Emmerik, and B. Schreurs, “The Negative Effects of Delays in Information Exchange: Looking at Workplace Relationships from an Affective Events Perspective,” Human Resource Management Review 24, no. 4 (2014): 283–98; and F. K. Matta, H. T. Erol-Korkmaz, R. E. Johnson, and P. Biçaksiz, “Significant Work Events and Counterproductive Work Behavior: The Role of Fairness, Emotions, and Emotion Regulation,” Journal of Organizational Behavior 35, no. 7 (2014): 920–44.

55. C. D. Fisher, A. Minbashian, N. Beckmann, and R. E. Wood, “Task Appraisals, Emotions, and Performance Goal Orientations,” Journal of Applied Psychology 98, no. 2 (2013): 364–73.

56. K. L. Wang and M. Groth, “Buffering the Negative Effects of Employee Surface Acting: The Moderating Role of Employee-Customer Relationship Strength and Personalized Services,” Journal of Applied Psychology 99, no. 2 (2014): 341–50.

57. T. Upshur-Lupberger, “Watch Your Mood: A Leadership Lesson,” The Huffington Post, April 22, 2015, http://www.huffingtonpost.com/terrie-upshurlupberger/watch-your-mood-a-leaders_b_7108648.html.

58. Ibid.

59. P. Salovey and D. Grewal, “The Science of Emotional Intelligence,” Current Directions in Psychological Science 14, no. 6 (2005): 281–85; and D. Geddes and R. R. Callister, “Crossing the Line(s): A Dual Threshold Model of Anger in Organizations,” Academy of Management Review 32, no. 3 (2007): 721–46.

60. R. Gilkey, R. Caceda, and C. Kilts, “When Emotional Reasoning Trumps IQ,” Harvard Business Review, September 2010, 27.

61. M. Seo and L. F. Barrett, “Being Emotional during Decision Making—Good or Bad? An Empirical Investigation,” Academy of Management Journal 50, no. 4 (2007): 923–40.

62. S. L. Koole, “The Psychology of Emotion Regulation: An Integrative Review,” Cognition and Emotion 23, no. 1 (2009): 4–41; and H. A. Wadlinger and D. M. Isaacowitz, “Fixing Our Focus: Training Attention to Regulate Emotion,” Personality and Social Psychology Review 15, no. 1 (2011): 75–102.

63. D. H. Kluemper, T. DeGroot, and S. Choi, “Emotion Management Ability: Predicting Task Performance, Citizenship, and Deviance,” Journal of Management 39, no. 4 (2013): 878–905.

64. J. V. Wood, S. A. Heimpel, L. A. Manwell, and E. J. Whittington, “This Mood Is Familiar and I Don’t Deserve to Feel Better Anyway: Mechanisms Underlying Self-Esteem Differences in Motivation to Repair Sad Moods,” Journal of Personality and Social Psychology 96, no. 2 (2009): 363–80.

65. E. Kim, D. P. Bhave, and T. M. Glomb, “Emotion Regulation in Workgroups: The Roles of Demographic Diversity and Relational Work Context,” Personnel Psychology 66, no. 3 (2013): 613–44.

66. Ibid.

67. S. L. Koole, “The Psychology of Emotion Regulation: An Integrative Review,” Cognition and Emotion 23, no. 1 (2009): 4–41.

68. L. K. Barber, P. G. Bagsby, and D. C. Munz, “Affect Regulation Strategies for Promoting (or Preventing) Flourishing Emotional Health,” Personality and Individual Differences 49, no. 6 (2010): 663–66.

69. J. J. Lee and F. Gino, “Poker-Faced Morality: Concealing Emotions Leads to Utilitarian Decision Making,” Organizational Behavior and Human Decision Processes 126 (2015): 49–64.

70. Ibid.

71. R. H. Humphrey, “How Do Leaders Use Emotional Labor?” Journal of Organizational Behavior 33, no. 5 (2012): 740–44.

72. A. M. Grant, “Rocking the Boat But Keeping It Steady: The Role of Emotion Regulation in Employee Voice,” Academy of Management Journal 56, no. 6 (2013): 1703–23.

73. S. Reddy, “Walk This Way: Acting Happy Can Make It So,” The Wall Street Journal, November 18, 2014, D3.

74. S. M. Carpenter, S. Peters, D. Vastfjall, and A. M. Isen, “Positive Feelings Facilitate Working Memory and Complex Decision Making among Older Adults,” Cognition and Emotion 27, no. 1 (2013): 184–92; B. E. Hermalin and A. M. Isen, “A Model of Affect on Economic Decision Making,” QME-Quantitative Marketing and Economics 6, no. 1 (2008): 17–40; and B. Scheibehenne and B. von Helversen, “Selecting Decision Strategies: The Differential Role of Affect,” Cognition and Emotion 29, no. 1 (2015): 158–67.

75. N. Nunez, K. Schweitzer, C. A. Chai, and B. Myers, “Negative Emotions Felt during Trial: The Effect of Fear, Anger, and Sadness on Juror Decision Making,” Applied Cognitive Psychology 29, no. 2 (2015): 200–9.

76. S. N. Mohanty and D. Suar, “Decision Making under Uncertainty and Information Processing in Positive and Negative Mood States,” Psychological Reports 115, no. 1 (2014): 91–105.

77. S.-C. Chuang and H.-M. Lin, “The Effect of Induced Positive and Negative Emotion and Openness-to-Feeling in Student’s Consumer Decision Making,” Journal of Business and Psychology 22, no. 1 (2007): 65–78.

78. D. van Knippenberg, H. J. M. Kooij-De Bode, and W. P. van Ginkel, “The Interactive Effects of Mood and Trait Negative Affect in Group Decision Making,” Organization Science 21, no. 3 (2010): 731–44.

79. S. Lyubomirsky, L. King, and E. Diener, “The Benefits of Frequent Positive Affect: Does Happiness Lead to Success?” Psychological Bulletin 131, no. 6 (2005): 803–55; and M. Baas, C. K. W. De Dreu, and B. A. Nijstad, “A Meta-Analysis of 25 Years of Mood-Creativity Research: Hedonic Tone, Activation, or Regulatory Focus,” Psychological Bulletin 134, no. 6 (2008): 779–806.

80. M. J. Grawitch, D. C. Munz, and E. K. Elliott, “Promoting Creativity in Temporary Problem-Solving Groups: The Effects of Positive Mood and Autonomy in Problem Definition on Idea-Generating Performance,” Group Dynamics 7, no. 3 (2003): 200–13.

81. S. Lyubomirsky, L. King, and E. Diener, “The Benefits of Frequent Positive Affect: Does Happiness Lead to Success?”

82. C. K. W. De Dreu, M. Baas, and B. A. Nijstad, “Hedonic Tone and Activation Level in the Mood-Creativity Link: Toward a Dual Pathway to Creativity Model,” Journal of Personality and Social Psychology 94, no. 5 (2008): 739–56; and J. M. George and J. Zhou, “Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity,” Academy of Management Journal 50, no. 3 (2007): 605–22.

83. M. B. Wieth and R. T. Zacks, “Time of Day Effects on Problem Solving: When the Non-Optimal Is Optimal,” Thinking & Reasoning 17, no. 4 (2011): 387–401.

84. R. Ilies and T. A. Judge, “Goal Regulation across Time: The Effect of Feedback and Affect,” Journal of Applied Psychology 90, no. 3 (May 2005): 453–67.

85. W. Tsai, C.-C. Chen, and H. Liu, “Test of a Model Linking Employee Positive Moods and Task Performance,” Journal of Applied Psychology 92, no. 6 (2007): 1570–83.

86. J. E. Bono, H. J. Foldes, G. Vinson, and J. P. Muros, “Workplace Emotions: The Role of Supervision and Leadership,” Journal of Applied Psychology 92, no. 5 (2007): 1357–67.

87. S. G. Liang and S.-C. S. Chi, “Transformational Leadership and Follower Task Performance: The Role of Susceptibility to Positive Emotions and Follower Positive Emotions,” Journal of Business and Psychology 28, no. 1 (2013): 17–29.

88. V. A. Visser, D. van Knippenberg, G. Van Kleef, and B. Wisse, “How Leader Displays of Happiness and Sadness Influence Follower Performance: Emotional Contagion and Creative versus Analytical Performance,” Leadership Quarterly 24, no. 1 (2013): 172–88.

89. P. S. Christoforou and B. E. Ashforth, “Revisiting the Debate on the Relationship Between Display Rules and Performance: Considering the Explicitness of Display Rules,” Journal of Applied Psychology 100, no. 1 (2015): 249–61; A. Grandey, D. Rupp, and W. N. Brice, “Emotional Labor Threatens Decent Work: A Proposal to Eradicate Emotional Display Rules,” Journal of Organizational Behavior 36, no. 6 (2015): 770–85; and W.-M. Hur, T.-W. Moon, and Y. S. Jung, “Customer Response to Employee Emotional Labor: The Structural Relationship Between Emotional Labor, Job Satisfaction, and Customer Satisfaction,” Journal of Services Marketing 29, no. 1 (2015): 71–80.

90. P. B. Barker and A. A. Grandey, “Service with a Smile and Encounter Satisfaction: Emotional Contagion and Appraisal Mechanisms,” Academy of Management Journal 49, no. 6 (2006): 1229–38; and E. Y. J. Tee, “The Emotional Link: Leadership and the Role of Implicit and Explicit Emotional Contagion Processes across Multiple Organizational Levels,” Leadership Quarterly 26, no. 4 (2015): 654–70.

91. D. E. Rupp and S. Spencer, “When Customers Lash Out: The Effects of Customer Interactional Injustice on Emotional Labor and the Mediating Role of Emotions,” Journal of Applied Psychology 91, no. 4 (2006): 971–78; and W. C. Tsai and Y. M. Huang, “Mechanisms Linking Employee Affective Delivery and Customer Behavioral Intentions, Journal of Applied Psychology 87, no. 5 (2002): 1001–8.

92. T. A. Judge and R. Ilies, “Affect and Job Satisfaction: A Study of Their Relationship at Work and at Home,” Journal of Applied Psychology 89, no. 4 (2004): 661–73.

93. Z. Song, M. Foo, and M. A. Uy, “Mood Spillover and Crossover among Dual-Earner Couples: A Cell Phone Event Sampling Study,” Journal of Applied Psychology 93, no. 2 (2008): 443–52.

94. T. J. Zagenczyk, S. L. D. Restubog, C. Kiewitz, K. Kiazad, and R. L. Tang, “Psychological Contracts as a Mediator between Machiavellianism and Employee Citizenship and Deviant Behaviors,” Journal of Management 40, no. 4 (2014): 1109–22.

95. T. A. Judge, B. A. Scott, and R. Ilies, “Hostility, Job Attitudes, and Workplace Deviance: Test of a Multilevel Mode,” Journal of Applied Psychology 91, no. 1 (2006): 126–38; and S. Kaplan, J. C. Bradley, J. N. Luchman, and D. Haynes, “On the Role of Positive and Negative Affectivity in Job Performance: A Meta-Analytic Investigation,” Journal of Applied Psychology 94, no. 1 (2009): 152–76.

96. S. C. Douglas, C. Kiewitz, M. Martinko, P. Harvey, Y. Kim, and J. U. Chun, “Cognitions, Emotions, and Evaluations: An Elaboration Likelihood Model for Workplace Aggression,” Academy of Management Review 33, no. 2 (2008): 425–51.

97. A. K Khan, S. Ouratulain, and J. R. Crawshaw, “The Mediating Role of Discrete Emotions in the Relationship between Injustice and Counterproductive Work Behaviors: A Study in Pakistan,” Journal of Business and Psychology 28, no. 1 (2013): 49–61.

98. S. Kaplan, J. C. Bradley, J. N. Luchman, and D. Haynes, “On the Role of Positive and Negative Affectivity in Job Performance: A Meta-Analytic Investigation;” and J. Maiti, “Design for Worksystem Safety Using Employees’ Perception about Safety,” Work—A Journal of Prevention Assessment & Rehabilitation 41 (2012): 3117–22.

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2. B. W. Roberts and D. Mroczek, “Personality Trait Change in Adulthood,” Current Directions in Psychological Science 17, no. 1 (2008): 31–5.

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9. D. H. Kluemper, B. D. McLarty, and M. N. Bing, “Acquaintance Ratings of the Big Five Personality Traits: Incremental Validity beyond and Interactive Effects with Self-Reports in the Prediction of Workplace Deviance,” Journal of Applied Psychology 100, no. 1 (2015): 237–48; I. Oh, G. Wang, and M. K. Mount, “Validity of Observer Ratings of the Five-Factor Model of Personality Traits: A Meta-Analysis,” Journal of Applied Psychology 96, no. 4 (2011): 762–73.

10. S. E. Hampson and L. R. Goldberg, “A First Large Cohort Study of Personality Trait Stability over the 40 Years between Elementary School and Midlife,” Journal of Personality and Social Psychology 91, no. 4 (2006): 763–79.

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26. B. Wille, F. De Fruyt, and M. Feys, “Big Five Traits and Intrinsic Success in the New Career Era: A 15-Year Longitudinal Study on Employability and Work-Family Conflict.”

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30. B. Wille, F. De Fruyt, and M. Feys, “Big Five Traits and Intrinsic Success in the New Career Era: A 15-Year Longitudinal Study on Employability and Work-Family Conflict.”

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32. D. H. Kluemper, B. D. McLarty, and M. N. Bing, “Acquaintance Ratings of the Big Five Personality Traits: Incremental Validity beyond and Interactive Effects with Self-Reports in the Prediction of Workplace Deviance,” Journal of Applied Psychology 100, no. 1 (2015): 237–48.

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34. B. Wille, F. De Fruyt, and M. Feys, “Big Five Traits and Intrinsic Success in the New Career Era: A 15-Year Longitudinal Study on Employability and Work-Family Conflict.”

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62. L. Parks-Leduc, M. W. Pattie, F. Pargas, and R. G. Eliason, “Self-Monitoring as an Aggregate Construct: Relationships with Personality and Values,” Personality and Individual Differences 58 (2014): 3–8.

63. F. J. Flynn and D. R. Ames, “What’s Good for the Goose May Not Be as Good for the Gander: The Benefits of Self-Monitoring for Men and Women in Task Groups and Dyadic Conflicts,” Journal of Applied Psychology 91, no. 2 (2006): 272–81.

64. P.-Y. Liao, “The Role of Self-Concept in the Mechanism Linking Proactive Personality to Employee Work Outcomes,” Applied Psychology—An International Review 64, no. 2 (2015): 421–43.

65. K. Tornau and M. Frese, “Construct Clean-up in Proactivity Research: A Meta-Analysis on the Nomological Net of Work-Related Proactivity Concepts and Their Incremental Values,” Applied Psychology: An International Review 62, no. 1 (2013): 44–96.

66. W.-D. Li, D. Fay, M. Frese, P. D. Harms, and X. Y. Gao, “Reciprocal Relationship between Proactive Personality and Work Characteristics: A Latent Change Score Approach,” Journal of Applied Psychology 99, no. 5 (2014): 948–65.

67. P. D. Converse, P. J. Pathak, A. M. DePaul-Haddock, T. Gotlib, and M. Merbedone, “Controlling Your Environment and Yourself: Implications for Career Success,” Journal of Vocational Behavior 80, no. 1 (2012): 148–59.

68. G. Chen, J. Farh, E. M. Campbell-Bush, Z. Wu, and X. Wu, “Teams as Innovative Systems: Multilevel Motivational Antecedents of Innovation in R&D Teams,” Journal of Applied Psychology 98, no. 6 (2013).

69. Y. Gong, S.-Y. Cheung, M. Wang, and J.-C. Huang, “Unfolding the Proactive Process for Creativity: Integration of the Employee Proactivity, Information Exchange, and Psychological Safety Perspectives,” Journal of Management 38, no. 5 (2012): 1611–33.

70. Z. Zhang, M. Wang, and S. Junqi, “Leader-Follower Congruence in Proactive Personality and Work Outcomes: The Mediating Role of Leader-Member Exchange,” Academy of Management Journal 55, no. 1 (2012): 111–30.

71. G. Van Hoye and H. Lootens, “Coping with Unemployment: Personality, Role Demands, and Time Structure,” Journal of Vocational Behavior 82, no. 2 (2013): 85–95.

72. R. D. Meyer, R. S. Dalal, and R. Hermida, “A Review and Synthesis of Situational Strength in the Organizational Sciences,” Journal of Management 36, no. 1 (2010): 121–40.

73. R. D. Meyer et al., “Measuring Job-Related Situational Strength and Assessing Its Interactive Effects with Personality on Voluntary Work Behavior,” Journal of Management 40, no. 4 (2014): 1010–41.

74. A. M. Watson et al., “When Big Brother Is Watching: Goal Orientation Shapes Reactions to Electronic Monitoring during Online Training,” Journal of Applied Psychology 98, no. 4 (2013): 642–57.

75. Y. Kim, L. Van Dyne, D. Kamdar, and R. E. Johnson, “Why and When Do Motives Matter? An Integrative Model of Motives, Role Cognitions, and Social Support as Predictors of OCB,” Organizational Behavior and Human Decision Processes 121, no. 2 (2013): 231–45.

76. G. R. Maio, J. M. Olson, M. M. Bernard, and M. A. Luke, “Ideologies, Values, Attitudes, and Behavior,” in Handbook of Social Psychology, ed. J. Delamater (New York: Springer, 2003), 283–308.

77. See, for instance, A. Bardi, J. A. Lee, N. Hofmann-Towfigh, and G. Soutar, “The Structure of Intraindividual Value Change,” Journal of Personality and Social Psychology 97, no. 5 (2009): 913–29.

78. B. C. Holtz and C. M. Harold, “Interpersonal Justice and Deviance: The Moderating Effects of Interpersonal Justice Values and Justice Orientation,” Journal of Management 39, no. 2 (2013): 339–65.

79. See, for example, N. R. Lockwood, F. R. Cepero, and S. Williams, The Multigenerational Workforce (Alexandria, VA: Society for Human Resource Management, 2009).

80. E. Parry and P. Urwin, “Generational Differences in Work Values: A Review of Theory and Evidence,” International Journal of Management Reviews 13, no. 1 (2011): 79–96.

81. J. M. Twenge, S. M. Campbell, B. J. Hoffman, and C. E. Lance, “Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing,” Journal of Management 36, no. 5 (2010): 1117–42.

82. B. J. Dik, S. R. Strife, and J.-I. C. Hansen, “The Flip Side of Holland Type Congruence: Incongruence and Job Satisfaction,” Career Development Quarterly 58, no. 4 (2010): 352–58; A. Rezaei, A. Qorbanpoor, T. A. Gatab, and A. Rezaei, “Comparative Research for Personality Types of Guilan University Physical Exercise and Counseling Students Based on Holland Theory,” Procedia—Social and Behavioral Sciences 30 (2011): 2032–36; and D. L. Ohler and E. M. Levinson, “Using Holland’s Theory in Employment Counseling: Focus on Service Occupations,” Journal of Employment Counseling 49, no. 4 (2012): 148–59.

83. Y. Lee and J. Antonakis, “When Preference Is Not Satisfied But the Individual Is: How Power Distance Moderates Person-Job Fit,” Journal of Management 40, no. 3 (2014): 641–57.

84. W. Arthur Jr., S. T. Bell, A. J. Villado, and D. Doverspike, “The Use of Person–Organization Fit in Employment Decision-Making: An Assessment of Its Criterion-Related Validity,” Journal of Applied Psychology 91, no. 4 (2006): 786–801; and J. R. Edwards, D. M. Cable, I. O. Williamson, L. S. Lambert, and A. J. Shipp, “The Phenomenology of Fit: Linking the Person and Environment to the Subjective Experience of Person–Environment Fit,” Journal of Applied Psychology 91, no. 4 (2006): 802–27.

85. E. E. Kausel and J. E. Slaughter, “Narrow Personality traits and organizational attraction: Evidence for the complementary hypothesis,” Organizational Behavior and Human Decision Processes 114, no. 1 (2011): 3–14; and A. Leung and S. Chaturvedi, “Linking the Fits, Fitting the Links: Connecting Different Types of PO Fit to Attitudinal Outcomes,” Journal of Vocational Behavior 79, no. 2 (2011): 391–402.

86. M. L. Verquer, T. A. Beehr, and S. E. Wagner, “A Meta-Analysis of Relations between Person–Organization Fit and Work Attitudes,” Journal of Vocational Behavior 63, no. 3 (2003): 473–89; and J. C. Carr, A. W. Pearson, M. J. Vest, and S. L. Boyar, “Prior Occupational Experience, Anticipatory Socialization, and Employee Retention”, Journal of Management 32, no. 3 (2006): 343–59.

87. K. H. Ehrhart, D. M. Mayer, and J. C. Ziegert, “Web-Based Recruitment in the Millennial Generation: Work-Life Balance, Website Usability, and Organizational Attraction,” European Journal of Work and Organizational Psychology 21, no. 6 (2012): 850–74.

88. I. -S. Oh et al. “Fit Happens Globally: A Meta-Analytic Comparison of the Relationships of Person-Environment Fit Dimensions with Work Attitudes and Performance across East Asia, Europe, and North America,” Personnel Psychology 67, no. 1 (2014): 99–152.

89. See The Hofstede Centre, G. Hofstede. The Hofstede Centre (website), http://www.geert-hofstede.com.

90. V. Taras, B. L. Kirkman, and P. Steel, “Examining the Impact of Culture’s Consequences: A Three-Decade, Multilevel, Meta-Analytic Review of Hofstede’s Cultural Value Dimensions,” Journal of Applied Psychology 95, no. 5 (2010): 405–39.

91. R. J. House, P. J. Hanges, M. Javidan, and P. W. Dorfman, eds., Leadership, Culture, and Organizations: The GLOBE Study of 62 Societies (Thousand Oaks, CA: Sage, 2004); and O. Schloesser et al., “Human orientation as a new cultural Dimension of the GLOBE Project: A Validation study of the GLOBE Scale and Out-Group Human Orientation in 25 Countries,” Journal of Cross-Cultural Psychology 44, no. 4 (2012): 535–51.

92. J. P. Meyer et al., “Affective, Normative, and Continuance Commitment Levels across Cultures: A Meta-Analysis,” Journal of Vocational Behavior 80, no. 2 (2012): 225–45.

1. E. Bernstein, “‘Honey, You Never Said…,’” The Wall Street Journal, March 24, 2015, D1, D4.

2. K. C. Yam, R. Fehr, and C. M. Barnes, “Morning Employees Are Perceived as Better Employees: Employees’ Start Times Influence Supervisor Performance Ratings,” Journal of Applied Psychology 99, no. 6 (2014): 1288–99.

3. J. Dwyer, “Witness Accounts in Midtown Hammer Attack Show the Power of False Memory,” The New York Times, May 14, 2015, http://www.nytimes.com/2015/05/15/nyregion/witness-accounts-in-midtown-hammer-attack-show-the-power-of-false-memory.html?_r=1.

4. G. Fields and J. R. Emshwiller, “Long after Arrests, Records Live On,” The Wall Street Journal, December 26, 2014, A1, A10.

5. S. S. Wang, “The Science of Standing Out,” The Wall Street Journal, March 18, 2014, D1, D4.

6. E. Zell and Z. Krizan, “Do People Have Insight into Their Abilities? A Metasynthesis,” Perspectives on Psychological Science 9, no. 2 (2014): 111–25.

7. E. Demerouti, D. Xanthopoulou, I. Tsaousis, and A. B. Bakker, “Disentangling Task and Contextual Performance,” Journal of Personnel Psychology 13, no. 2 (2014): 59–69.

8. P. Harvey, K. Madison, M. Martinko, T. R. Crook, and T. A. Crook, “Attribution Theory in the Organizational Sciences: The Road Traveled and the Path Ahead,” Academy of Management Perspectives 28, no. 2 (2014): 128–46; and M. J. Martinko, P. Harvey, and M. T. Dasborough, “Attribution Theory in the Organizational Sciences: A Case of Unrealized Potential,” Journal of Organizational Behavior 32, no. 1 (2011): 144–49.

9. C. M. de Melo, P. J. Carnevale, S. J. Read, and J. Gratch, “Reading People’s Minds from Emotion Expressions in Interdependent Decision Making,” Journal of Personality and Social Psychology 106, no. 1 (2014): 73–88.

10. J. M. Moran, E. Jolly, and J. P. Mitchell, “Spontaneous Mentalizing Predicts the Fundamental Attribution Error,” Journal of Cognitive Neuroscience 26, no. 3 (2014): 569–76; and D. R. Stadler, “Competing Roles for the Subfactors of Need for Closure in Committing the Fundamental Attribution Error,” Personality and Individual Differences 47, no. 7 (2009): 701–5.

11. See, for instance, M. Goerke, J. Moller, S. Schulz-Hardt, U. Napiersky, and D. Frey, “‘It’s Not My Fault—But Only I Can Change It’: Counterfactual and Prefactual Thoughts of Managers,” Journal of Applied Psychology 89, no. 2 (2004): 279–92; and E. G. Hepper, R. H. Gramzow, and C. Sedikides, “Individual Differences in Self-Enhancement and Self-Protection Strategies: An Integrative Analysis,” Journal of Personality 78, no. 2 (2010): 781–814.

12. J. D. Brown, “Across the (Not So) Great Divide: Cultural Similarities in Self-Evaluative Processes,” Social and Personality Psychology Compass 4, no. 5 (2010): 318–30.

13. A. Zhang, C. Reyna, Z. Qian, and G. Yu, “Interpersonal Attributions of Responsibility in the Chinese Workplace: A Test of Western Models in a Collectivistic Context,” Journal of Applied Social Psychology 38, no. 9 (2008): 2361–77; and A. Zhang, F. Xia, and C. Li, “The Antecedents of Help Giving in Chinese Culture: Attribution, Judgment of Responsibility, Expectation Change and the Reaction of Affect,” Social Behavior and Personality 35, no. 1 (2007): 135–42.

14. See P. Rosenzweig, The Halo Effect (New York: The Free Press, 2007); I. Dennis, “Halo Effects in Grading Student Projects,” Journal of Applied Psychology 92, no. 4 (2007): 1169–76; C. E. Naquin and R. O. Tynan, “The Team Halo Effect: Why Teams Are Not Blamed for Their Failures,” Journal of Applied Psychology 88, no. 2 (2003): 332–40; and T. M. Bechger, G. Maris, and Y. P. Hsiao, “Detecting Halo Effects in Performance-Based Evaluations,” Applied Psychological Measurement 34, no. 8 (2010): 607–19.

15. J. K. Clark, K. C. Thiem, J. Barden, J. O’Rourke Stuart, and A. T. Evans, “Stereotype Validation: The Effects of Activating Negative Stereotypes after Intellectual Performance,” Journal of Personality and Social Psychology 108, no. 4 (2015): 531–52.

16. J. L. Eberhardt, P. G. Davies, V. J. Purdic-Vaughns, and S. L. Johnson, “Looking Deathworthy: Perceived Stereotypicality of Black Defendants Predicts Capital-Sentencing Outcomes,” Psychological Science 17, no. 5 (2006): 383–86.

17. A. S. Rosette, G. J. Leonardelli, and K. W. Phillips, “The White Standard: Racial Bias in Leader Categorization,” Journal of Applied Psychology 93, no. 4 (2008): 758–77.

18. D. A. Hofmann, “Overcoming the Obstacles to Cross-Functional Decision Making: Laying the Groundwork for Collaborative Problem Solving,” Organizational Dynamics 44, no. 1 (2015): 17–25.

19. E. Bernstein, “The Right Answer is ‘No,’” The Wall Street Journal, March 11, 2014, D1–D2.

20. See, for example, P. L. Curseu and S. G. L. Schruijer, “Decision Styles and Rationality: An Analysis of the Predictive Validity of the General Decision-Making Style Inventory,” Educational and Psychological Measurement 72, no. 6 (2012): 1053–62.

21. For a review of the rational decision-making model, see M. Verweij, T. J. Senior, J. F. D. Dominguez, and R. Turner, “Emotion, Rationality, and Decision-Making: How to Link Affective and Social Neuroscience with Social Theory,” Frontiers in Neuroscience 9, no. 332 (2015).

22. J. G. March, A Primer on Decision Making (New York: The Free Press, 2009); and D. Hardman and C. Harries, “How Rational Are We?” The Psychologist 15, no. 2 (2002): 76–79.

23. M. H. Bazerman and D. A. Moore, Judgment in Managerial Decision Making (Hoboken, NJ: John Wiley & Sons, 2013).

24. J. E. Russo, K. A. Carlson, and M. G. Meloy, “Choosing an Inferior Alternative,” Psychological Science 17, no. 10 (2006): 899–904.

25. N. Halevy and E. Y. Chou, “How Decisions Happen: Focal Points and Blind Spots in Interdependent Decision Making,” Journal of Personality and Social Psychology 106, no. 3 (2014): 398–417; D. Kahneman, “Maps of Bounded Rationality: Psychology for Behavioral Economics,” The American Economic Review 93, no. 5 (2003): 1449–75; and J. Zhang, C. K. Hsee, and Z. Xiao, “The Majority Rule in Individual Decision Making,” Organizational Behavior and Human Decision Processes 99, no. 1 (2006): 102–11.

26. G. Gigerenzer, “Why Heuristics Work,” Perspectives on Psychological Science 3, no. 1 (2008): 20–29; and A. K. Shah and D. M. Oppenheimer, “Heuristics Made Easy: An Effort-Reduction Framework,” Psychological Bulletin 134, no. 2 (2008): 207–22.

27. See A. W. Kruglanski and G. Gigerenzer, “Intuitive and Deliberate Judgments Are Based on Common Principles,” Psychological Review 118, no. 1 (2011): 97–109.

28. E. Dane and M. G. Pratt, “Exploring Intuition and Its Role in Managerial Decision Making,” Academy of Management Review 32, no. 1 (2007): 33–54; and J. A. Hicks, D. C. Cicero, J. Trent, C. M. Burton, and L. A. King, “Positive Affect, Intuition, and Feelings of Meaning,” Journal of Personality and Social Psychology 98, no. 6 (2010): 967–79.

29. C. Akinci and E. Sadler-Smith, “Intuition in Management Research: A Historical Review,” International Journal of Management Reviews 14, no. 1 (2012): 104–22.

30. S. P. Robbins, Decide & Conquer: Making Winning Decisions and Taking Control of Your Life (Upper Saddle River, NJ: Financial Times/Prentice Hall, 2004), 13.

31. S. Ludwig and J. Nafziger, “Beliefs about Overconfidence,” Theory and Decision 70, no. 4 (2011): 475–500.

32. C. R. M. McKenzie, M. J. Liersch, and I. Yaniv, “Overconfidence in Interval Estimates: What Does Expertise Buy You,” Organizational Behavior and Human Decision Processes 107, no. 2 (2008): 179–91.

33. R. P. Larrick, K. A. Burson, and J. B. Soll, “Social Comparison and Confidence: When Thinking You’re Better Than Average Predicts Overconfidence (and When It Does Not),” Organizational Behavior and Human Decision Processes 102, no. 1 (2007): 76–94.

34. K. M. Hmieleski and R. A. Baron, “Entrepreneurs’ Optimism and New Venture Performance: A Social Cognitive Perspective,” Academy of Management Journal 52, no. 3 (2009): 473–88.

35. See, for instance, J. P. Simmons, R. A. LeBoeuf, and L. D. Nelson, “The Effect of Accuracy Motivation on Anchoring and Adjustment: Do People Adjust from Their Provided Anchors?” Journal of Personality and Social Psychology 99, no. 6 (2010): 917–32.

36. C. Janiszewski and D. Uy, “Precision of the Anchor Influences the Amount of Adjustment,” Psychological Science 19, no. 2 (2008): 121–27.

37. See, for example, P. Frost, B. Casey, K. Griffin, L. Raymundo, C. Farrell, and R. Carrigan, “The Influence of Confirmation Bias on Memory and Source Monitoring,” Journal of General Psychology 142, no. 4 (2015): 238–52; and W. Hart, D. Albarracín, A. H. Eagly, I. Brechan, M. Lindberg, and L. Merrill, “Feeling Validated versus Being Correct: A Meta-Analysis of Selective Exposure to Information,” Psychological Bulletin 135, no. 4 (2009): 555–88.

38. T. Pachur, R. Hertwig, and F. Steinmann, “How Do People Judge Risks: Availability Heuristic, Affect Heuristic, or Both?” Journal of Experimental Psychology: Applied 18, no. 3 (2012): 314–30.

39. G. Morgenson, “Debt Watchdogs: Tamed or Caught Napping?” The New York Times, December 7, 2009, 1, 32.

40. K. Moser, H.-G. Wolff, and A. Kraft, “The De-Escalation of Commitment: Predecisional Accountability and Cognitive Processes,” Journal of Applied Social Psychology 43, no. 2 (2013): 363–76.

41. D. J. Sleesman, D. E. Conlon, G. McNamara, and J. E. Miles, “Cleaning Up the Big Muddy: A Meta-Analytic Review of the Determinants of Escalation of Commitment,” Academy of Management Journal 55, no. 3 (2012): 541–62.

42. H. Drummond, “Escalation of Commitment: When to Stay the Course?” Academy of Management Perspectives 28, no. 4 (2014): 430–46.

43. See, for instance, U. Hahn and P. A. Warren, “Perceptions of Randomness: Why Three Heads Are Better Than One,” Psychological Review 116, no. 2 (2009): 454–61.

44. See, for example, D. J. Keys and B. Schwartz, “Leaky Rationality: How Research on Behavioral Decision Making Challenges Normative Standards of Rationality,” Psychological Science 2, no. 2 (2007): 162–80; and U. Simonsohn, “Direct Risk Aversion: Evidence from Risky Prospects Valued below Their Worst Outcome,” Psychological Science 20, no. 6 (2009): 686–92.

45. J. K. Maner, M. T. Gailliot, D. A. Butz, and B. M. Peruche, “Power, Risk, and the Status Quo: Does Power Promote Riskier or More Conservative Decision Making?” Personality and Social Psychology Bulletin 33, no. 4 (2007): 451–62.

46. A. Chakraborty, S. Sheikh, and N. Subramanian, “Termination Risk and Managerial Risk Taking,” Journal of Corporate Finance 13, no. 1 (2007): 170–88.

47. R. L. Guilbault, F. B. Bryant, J. H. Brockway, and E. J. Posavac, “A Meta-Analysis of Research on Hindsight Bias,” Basic and Applied Social Psychology 26, nos. 2–3 (2004): 103–17.

48. J. Bell, “The Final Cut?” Oregon Business 33, no. 5 (2010): 27.

49. E. Dash and J. Creswell, “Citigroup Pays for a Rush to Risk,” The New York Times, November 20, 2008, 1, 28; S. Pulliam, S. Ng, and R. Smith, “Merrill Upped Ante as Boom in Mortgage Bonds Fizzled,” The Wall Street Journal, April 16, 2008, A1, A14.

50. M. Gladwell, “Connecting the Dots,” The New Yorker, March 10, 2003.

51. H. Moon, J. R. Hollenbeck, S. E. Humphrey, and B. Maue, “The Tripartite Model of Neuroticism and the Suppression of Depression and Anxiety within an Escalation of Commitment Dilemma,” Journal of Personality 71, no. 3 (2003): 347–68.

52. J. Musch, “Personality Differences in Hindsight Bias,” Memory 11, nos. 4–5 (2003): 473–89.

53. T. Huston, “Are Women Better Decision Makers?” The New York Times, October 19, 2014, 9.

54. K. E. Stanovich and R. F. West, “On the Relative Independence of Thinking Biases and Cognitive Ability,” Journal of Personality and Social Psychology 94, no. 4 (2008): 672–95.

55. B. Burrough, “How Big Business Can Take the High Road,” The New York Times, March 9, 2014, 10.

56. K. V. Kortenkamp and C. F. Moore, “Ethics under Uncertainty: The Morality and Appropriateness of Utilitarianism When Outcomes Are Uncertain,” American Journal of Psychology 127, no. 3 (2014): 367–82.

57. A. Lukits, “Hello and Bonjour to Moral Dilemmas,” The Wall Street Journal, May 13, 2014, D4.

58. J. Hollings, “Let the Story Go: The Role of Emotion in the Decision-Making Process of the Reluctant, Vulnerable Witness or Whistle-Blower,” Journal of Business Ethics 114, no. 3 (2013): 501–12.

59. D. E. Rupp, P. M. Wright, S. Aryee, and Y. Luo, “Organizational Justice, Behavioral Ethics, and Corporate Social Responsibility: Finally the Three Shall Merge,” Management and Organization Review 11, no. 1 (2015): 15–24.

60. N. Klein and H. Zhou, “Their Pants Aren’t on Fire,” The New York Times, March 25, 2014, D3.

61. Ibid.

62. S. D. Levitt and S. J. Dubner, “Traponomics,” The Wall Street Journal, May 10–11, 2014, C1, C2.

63. N. Anderson, K. Potocnik, and J. Zhou, “Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding Framework,” Journal of Management 40, no. 5 (2014): 1297–333.

64. M. M. Gielnik, A.-C. Kramer, B. Kappel, and M. Frese, “Antecedents of Business Opportunity Identification and Innovation: Investigating the Interplay of Information Processing and Information Acquisition,” Applied Psychology: An International Review 63, no. 2 (2014): 344–81.

65. G. Reynolds, “Want a Good Idea? Take a Walk,” The New York Times, May 6, 2014, D6.

66. S. Shellenbarger, “The Power of the Doodle: Improve Your Focus and Memory,” The Wall Street Journal, July 30, 2014, D1, D3.

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68. C.-H. Wu, S. K. Parker, and J. P. J. de Jong, “Need for Cognition as an Antecedent of Individual Innovation Behavior,” Journal of Management 40, no. 6 (2014): 1511–34.

69. S. M. Wechsler, C. Vendramini, and T. Oakland, “Thinking and Creative Styles: A Validity Study,” Creativity Research Journal 24, nos. 2-3 (2012): 235–42.

70. Y. Gong, S. Cheung, M. Wang, and J. Huang, “Unfolding the Proactive Processes for Creativity: Integration of the Employee Proactivity, Information Exchange, and Psychological Safety Perspectives,” Journal of Management 38, no. 5 (2012): 1611–33.

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72. H. Zhang, H. K. Kwan, X. Zhang, and L.-Z. Wu, “High Core Self-Evaluators Maintain Creativity: A Motivational Model of Abusive Supervision,” Journal of Management 40, no. 4 (2012): 1151–74.

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74. C. Wang, S. Rodan, M. Fruin, and X. Xu, “Knowledge Networks, Collaboration Networks, and Exploratory Innovation,” Academy of Management Journal 57, no. 2 (2014): 484–514.

75. F. Gino and S. S. Wiltermuth, “Evil Genius? Dishonesty Can Lead to Greater Creativity,” Psychological Science 25, no. 4 (2014): 973–81.

76. S. N. de Jesus, C. L. Rus, W. Lens, and S. Imaginário, “Intrinsic Motivation and Creativity Related to Product: A Meta-Analysis of the Studies Published between 1990–2010,” Creativity Research Journal 25, no. 1 (2013): 80–84.

77. A. Somech and A. Drach-Zahavy, “Translating Team Creativity to Innovation Implementation: The Role of Team Composition and Climate for Innovation,” Journal of Management 39, no. 3 (2013): 684–708.

78. L. Sun, Z. Zhang, J. Qi, and Z. X. Chen, “Empowerment and Creativity: A Cross-Level Investigation,” Leadership Quarterly 23, no. 1 (2012): 55–65.

79. M. Cerne, C. G. L. Nerstad, A. Dysvik, and M. Skerlavaj, “What Goes around Comes around: Knowledge Hiding, Perceived Motivational Climate, and Creativity,” Academy of Management Journal 57, no. 1 (2014): 172–92.

80. I. J. Hoever, D. van Knippenberg, W. P. van Ginkel, and H. G. Barkema, “Fostering Team Creativity: Perspective Taking as Key to Unlocking Diversity’s Potential,” Journal of Applied Psychology 97, no. 5 (2012): 982–96.

81. S. J. Shin, T. Kim, J. Lee, and L. Bian, “Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction,” Academy of Management Journal 55, no. 1 (2012): 197–212.

82. T. Montag, C. P. Maertz, and M. Baer, “A Critical Analysis of the Workplace Creativity Criterion Space,” Journal of Management 38, no. 4 (2012): 1362–86.

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9. See, for instance, C.-S. Park and K.-S. Ko, “A Study on Factors of Job Satisfaction of Caregivers in Home Care Facilities Based on Herzberg’s Motivation-Hygiene Theory,” Church Social Work 19, no. 8 (2012): 123–58; and “Study on the Important Factors for Non-Commissioned Officer’s Job Satisfaction in R.O.K. Army Based on Herzberg’s Two Factor Theory,” Journal of Korean Public Police and Security Studies 9, no. 2 (2012): 217–38.

10. D. McClelland, The Achieving Society (Princeton, NJ: Van Nostrand, 1961).

11. B. Steinmann, S. L. Doerr, O. C. Schultheiss, and G. W. Maier, “Implicit Motives and Leadership Performance Revisited: What Constitutes the Leadership Motive Pattern?” Motivation and Emotion 39, no. 2 (2015): 167–74.

12. H. van Emmerick, W. L. Gardner, H. Wendt, and D. Fischer, “Associations of Culture and Personality with McClelland’s Motives: A Cross-Cultural Study of Managers in 24 Countries,” Group and Organization Management 35, no. 3 (2010): 329–67.

13. See, for instance, F. Yang, J. E. Ramsay, O. C. Schultheiss, and J. S. Pang, “Need for Achievement Moderates the Effect of Motive-Relevant Challenge on Salivary Cortisol Changes,” Motivation and Emotion 39, no. 3 (2015): 321–34; M. S. Khan, R. J. Breitnecker, and E. J. Schwarz, “Adding Fuel to the Fire: Need for Achievement Diversity and Relationship Conflict in Entrepreneurial Teams,” Management Decision 53, no. 1 (2015): 75–79; M. G. Koellner and O. C. Schultheiss, “Meta-Analytic Evidence of Low Convergence between Implicit and Explicit Measures of the Needs for Achievement, Affiliation, and Power,” Frontiers in Psychology 5, no. 826 (2014); and T. Bipp and K. van Dam, “Extending Hierarchical Achievement Motivation Models: The Role of Motivational Needs for Achievement Goals and Academic Performance,” Personality and Individual Differences 64 (2014): 157–62.

14. M. G. Koellner and O. C. Schultheiss, “Meta-Analytic Evidence of Low Convergence between Implicit and Explicit Measures of the Needs for Achievement, Affiliation, and Power.”

15. J. Hofer, H. Busch, and C. Schneider, “The Effect of Motive-Trait Interaction on Satisfaction of the Implicit Need for Affiliation among German and Cameroonian Adults,” Journal of Personality 83, no. 2 (2015): 167–78.

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18. J. E. Bono and T. A. Judge, “Self-Concordance at Work: Toward Understanding the Motivational Effects of Transformational Leaders,” Academy of Management Journal 46, no. 5 (2003): 554–71.

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22. E. A. Locke and G. P. Latham, “New Directions in Goal-Setting Theory,” Current Directions in Psychological Science 15, no. 5 (2006): 265–68.

23. Ibid.

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27. T. S. Bateman and B. Bruce, “Masters of the Long Haul: Pursuing Long-Term Work Goals,” Journal of Organizational Behavior 33, no. 7 (2012): 984–1006.

28. Ibid.

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34. M. Roskes, A. J. Elliot, and C. K. W. De Dreu, “Why Is Avoidance Motivation Problematic, and What Can Be Done about It?” Current Directions in Psychological Science 23, no. 2 (2014): 133–38.

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65. R. J. Bies, “Are Procedural and Interactional Justice Conceptually Distinct?” in Handbook of Organizational Justice, eds. J. Greenberg and J. A. Colquitt (Mahwah, NJ: Erlbaum, 2005), 85–112; and B. A. Scott, J. A. Colquitt, and E. L. Paddock, “An Actor-Focused Model of Justice Rule Adherence and Violation: The Role of Managerial Motives and Discretion,” Journal of Applied Psychology 94, no. 3 (2009): 756–69.

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28. See, for example, E. J. Hill, M. Ferris, and V. Martinson, “Does It Matter Where You Work? A Comparison of How Three Work Venues (Traditional Office, Virtual Office, and Home Office) Influence Aspects of Work and Personal/Family Life,” Journal of Vocational Behavior 63, no. 2 (2003): 220–41; B. Williamson, “Managing Virtual Workers,” Bloomberg Businessweek, July 16, 2009, http://www.bloomberg.com/news/articles/2009-07-15/managing-virtual-workers; and B. A. Lautsch and E. E. Kossek, “Managing a Blended Workforce: Telecommuters and Non-Telecommuters,” Organizational Dynamics 40, no. 1 (2010): 10–17.

29. S. Raghuram and D. Fang, “Telecommuting and the Role of Supervisory Power in China,” Asia Pacific Journal of Management 31, no. 2 (2014): 523–47.

30. D. Wilkie, “Has the Telecommuting Bubble Burst?” HR Magazine, June 1, 2015, https://www.shrm.org/hr-today/news/hr-magazine/pages/june-2015.aspx.

31. B. W. Reynolds, “100 Top Companies with Remote Jobs in 2015,” Flexjobs, January 20, 2015, http://www.flexjobs.com/blog/post/100-top-companies-with-remote-jobs-in-2015.

32. S. Florentine, “10 Most Telecommuting-Friendly Tech Companies,” CIO, January 15, 2014, http://www.cio.com/article/2369810/telecommuting/136064-10-Most-Telecommuting-Friendly-Tech-Companies.html#slide11.

33. See, for instance, M. Conlin, “The Easiest Commute of All,” BusinessWeek, December 12, 2005: 78; and E. O’Keefe, “Teleworking Grows But Still a Rarity,” The Washington Post, February 22, 2011, B3.

34. See, for example, P. Brotherton, “For Teleworkers, Less Is Definitely More,” TD 65, March, 19, 2011: 29; and M. Virick, N. DaSilva, and K. Arrington, “Moderators of the Curvilinear Relation between Extent of Telecommuting and Job and Life Satisfaction: The Role of Performance Outcome Orientation and Worker Type,” Human Relations 63, no. 1 (2010): 137–54.

35. M. C. Noonan and J. L. Glass, “The Hard Truth about Telecommuting,” Monthly Labor Review 135, no. 6 (2012): 38–45.

36. J. Welch and S. Welch, “The Importance of Being There,” BusinessWeek, April 16, 2007, 92; and Z. I. Barsness, K. A. Diekmann, and M. L. Seidel, “Motivation and Opportunity: The Role of Remote Work, Demographic Dissimilarity, and Social Network Centrality in Impression Management,” Academy of Management Journal 48, no. 3 (2005): 401–19.

37. P. Zhu and S. G. Mason, “The Impact of Telecommuting on Personal Vehicle Usage and Environmental Sustainability,” International Journal of Environmental Science and Technology 11, no. 8 (2014): 2185–200.

38. M. Marchington, “Analysing the Forces Shaping Employee Involvement and Participation (EIP) at Organisation Level in Liberal Market Economies (LMEs),” Human Resource Management Journal 25, no. 1 (2015): 1–18.

39. See, for example, the literature on empowerment, such as S. E. Seibert, S. R. Silver, and W. A. Randolph, “Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction,” Academy of Management Journal 47, no. 3 (2004): 332–49; M. M. Butts, R. J. Vandenberg, D. M. DeJoy, B. S. Schaffer, and M. G. Wilson, “Individual Reactions to High Involvement Work Processes: Investigating the Role of Empowerment and Perceived Organizational Support,” Journal of Occupational Health Psychology 14, no. 2 (2009): 122–36; R. Park, E. Applebaum, and D. Kruse, “Employee Involvement and Group Incentives in Manufacturing Companies: A Multi-Level Analysis,” Human Resource Management Journal 20, no. 3 (2010): 227–43; D. C. Jones, P. Kalmi, and A. Kauhanen, “How Does Employee Involvement Stack Up? The Effects of Human Resource Management Policies in a Retail Firm,” Industrial Relations 49, no. 1 (2010): 1–21; and M. T. Maynard, L. L. Gilson, and J. E. Mathieu, “Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research,” Journal of Management 38, no. 4 (2012): 1231–81.

40. See, for instance, A. Sagie and Z. Aycan, “A Cross-Cultural Analysis of Participative Decision-Making in Organizations,” Human Relations 56, no. 4 (2003): 453–73; and J. Brockner, “Unpacking Country Effects: On the Need to Operationalize the Psychological Determinants of Cross-National Differences,” in Research in Organizational Behavior, vol. 25, eds. R. M. Kramer and B. M. Staw (Oxford, UK: Elsevier, 2003), 336–40.

41. Z. X. Chen and S. Aryee, “Delegation and Employee Work Outcomes: An Examination of the Cultural Context of Mediating Processes in China,” Academy of Management Journal 50, no. 1 (2007): 226–38.

42. G. Huang, X. Niu, C. Lee, and S. J. Ashford, “Differentiating Cognitive and Affective Job Insecurity: Antecedents and Outcomes,” Journal of Organizational Behavior 33, no. 6 (2012): 752–69.

43. Z. Cheng, “The Effects of Employee Involvement and Participation on Subjective Wellbeing: Evidence from Urban China,” Social Indicators Research 118, no. 2 (2014): 457–83.

44. M. Marchington, “Analysing the Forces Shaping Employee Involvement and Participation (EIP) at Organisation Level in Liberal Market Economies (LMEs).”

45. J. J. Caughron and M. D. Mumford, “Embedded Leadership: How Do a Leader’s Superiors Impact Middle-Management Performance?” Leadership Quarterly 23, no. 3 June 2012: 342–53.

46. See, for instance, A. Pendleton and A. Robinson, “Employee Stock Ownership, Involvement, and Productivity: An Interaction-Based Approach,” Industrial and Labor Relations Review 64, no. 1 (2010): 3–29.

47. D. K. Datta, J. P. Guthrie, and P. M. Wright, “Human Resource Management and Labor Productivity: Does Industry Matter?” Academy of Management Journal 48, no. 1 (2005): 135–45; C. M. Riordan, R. J. Vandenberg, and H. A. Richardson, “Employee Involvement Climate and Organizational Effectiveness.” Human Resource Management 44, no. 4 (2005): 471–88; and J. Kim, J. P. MacDuffie, and F. K. Pil, “Employee Voice and Organizational Performance: Team versus Representative Influence,” Human Relations 63, no. 3 (2010): 371–94.

48. M. Marchington, “Analysing the Forces Shaping Employee Involvement and Participation (EIP) at Organisation Level in Liberal Market Economies (LMEs).”

49. E. White, “Opportunity Knocks, and It Pays a Lot Better,” The Wall Street Journal, November 13, 2006, B3.

50. M. Sabramony, N. Krause, J. Norton, and G. N. Burns “The Relationship between Human Resource Investments and Organizational Performance: A Firm-Level Examination of Equilibrium Theory,” Journal of Applied Psychology 93, no. 4 (2008): 778–88.

51. C. Isidore, “Walmart Ups Pay Well above Minimum Wage,” CNN Money, February 19, 2015, http://money.cnn.com/2015/02/19/news/companies/walmart-wages/.

52. See, for example, M. Damiani and A. Ricci, “Managers’ Education and the Choice of Different Variable Pay Schemes: Evidence from Italian Firms,” European Management Journal 32, no. 6 (2014): 891–902; and J. S. Heywood and U. Jirjahn, “Variable Pay, Industrial Relations and Foreign Ownership: Evidence from Germany,” British Journal of Industrial Relations 52, no. 3 (2014): 521–52.

53. S. Miller, “Variable Pay Spending Spikes to Record High,” Society for Human Resource Management: Compensation Topics & Strategy, September 2, 2014, http://www.shrm.org/hrdisciplines/compensation/articles/pages/variable-pay-high.aspx.

54. S. Miller, “Companies Worldwide Rewarding Performance with Variable Pay,” Society for Human Resource Management: Compensation Topics & Strategy, March 1, 2010, https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/variableworld.aspx.

55. S. Miller, “Asian Firms Offer More Variable Pay Than Western Firms,” Society for Human Resource Management: Compensation Topics & Strategy, March 28, 2012, https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/asianvariablepay.aspx.

56. H. Kim, K. L. Sutton, and Y. Gong, “Group-Based Pay-for-Performance Plans and Firm Performance: The Moderating Role of Empowerment Practices,” Asia Pacific Journal of Management 30, no. 1 2013: 31–52.

57. J. Cloutier, D. Morin, and S. Renaud, “How Does Variable Pay Relate to Pay Satisfaction among Canadian Workers?” International Journal of Manpower 34, no. 5 (2013): 465–85.

58. E. Belogolovsky and P. A. Bamberger, “Signaling in Secret: Pay for Performance and the Incentive and Sorting Effects of Pay Secrecy,” Academy of Management Journal 57, no. 6 (2014): 1706–33.

59. Ibid.

60. C. B. Cadsby, F. Song, and F. Tapon, “Sorting and Incentive Effects of Pay for Performance: An Experimental Investigation,” Academy of Management Journal 50, no. 2 (2007): 387–405.

61. J. H. Han, K. M. Barol, and S. Kim, “Tightening Up the Performance-Pay Linkage: Roles of Contingent Reward Leadership and Profit-Sharing in the Cross-Level Influence of Individual Pay-for-Performance,” Journal of Applied Psychology 100, no. 2 (2015): 417–30.

62. K. A. Bender, C. P. Green, and J. S. Heywood, “Piece Rates and Workplace Injury: Does Survey Evidence Support Adam Smith?” Journal of Population Economics 25, no. 2 (2012): 569–90.

63. J. S. Heywood, X. Wei, and G. Ye, “Piece Rates for Professors,” Economics Letters 113, no. 3 (2011): 285–87.

64. A. Baker and V. Mertins, “Risk-Sorting and Preference for Team Piece Rates,” Journal of Economic Psychology 34 (2013): 285–300.

65. A. Clemens, “Pace of Work and Piece Rates,” Economics Letters 115, no. 3 (2012): 477–79.

66. K. A. Bender, C. P. Green, and J. S. Heywood, “Piece Rates and Workplace Injury: Does Survey Evidence Support Adam Smith?”

67. S. L. Rynes, B. Gerhart, and L. Parks, “Personnel Psychology: Performance Evaluation and Pay for Performance,” Annual Review of Psychology 56, no. 1 (2005): 571–600.

68. “Paying Doctors for Performance,” The New York Times, January 27, 2013, A16.

69. S. Halzack, “Companies Look to Bonuses Instead of Salary Increases in an Uncertain Economy,” The Washington Post, November 6, 2012, https://www.washingtonpost.com/business/economy/companies-look-to-bonuses-instead-of-salary-increases-in-an-uncertain-economy/2012/11/06/52a7ec12-2751-11e2-9972-71bf64ea091c_story.html.

70. E. J. Castillo, “Gender, Race, and the New (Merit-Based) Employment Relationship,” Industrial Relations 51, no. S1 (2012): 528–62.

71. P. Furman, “Ouch! Top Honchos on Wall Street See Biggest Cuts to Bonuses,” New York Daily News, February 18, 2013, http://www.nydailynews.com/new-york/ouch-top-honchos-wall-street-biggest-cuts-bonues-article-1.1267228.

72. N. Chun and S. Lee, “Bonus Compensation and Productivity: Evidence from Indian Manufacturing Plant-Level Data,” Journal of Productivity Analysis 43, no. 1 (2015): 47–58.

73. E. White, “Employers Increasingly Favor Bonuses to Raises,” The Wall Street Journal, August 28, 2006, B3.

74. B. Goyette “Mark Zuckerberg Reaped $2.3 Billion on Facebook Stock Options,” The Huffington Post, April 26, 2013, http://www.huffingtonpost.com/2013/04/26/zuckerberg-stock-options_n_3166661.html?utm_hp_ref=business.

75. D. D’Art and T. Turner, “Profit Sharing, Firm Performance, and Union Influence in Selected European Countries,” Personnel Review 33, no. 3 (2004): 335–50; and D. Kruse, R. Freeman, and J. Blasi, Shared Capitalism at Work: Employee Ownership, Profit and Gain Sharing, and Broad-Based Stock Options (Chicago: University of Chicago Press, 2010).

76. A. Bayo-Moriones and M. Larraza-Kintana, “Profit-Sharing Plans and Affective Commitment: Does the Context Matter?” Human Resource Management 48, no. 2 (2009): 207–26.

77. N. Chi and T. Han, “Exploring the Linkages between Formal Ownership and Psychological Ownership for the Organization: The Mediating Role of Organizational Justice,” Journal of Occupational and Organizational Psychology 81, no. 4 (2008): 691–711.

78. J. H. Han, K. M. Barol, and S. Kim, “Tightening Up the Performance-Pay Linkage: Roles of Contingent Reward Leadership and Profit-Sharing in the Cross-Level Influence of Individual Pay-for-Performance.”

79. R. P. Garrett, “Does Employee Ownership Increase Innovation?” New England Journal of Entrepreneurship 13, no. 2, (2010): 37–46.

80. D. McCarthy, E. Reeves, and T. Turner, “Can Employee Share-Ownership Improve Employee Attitudes and Behaviour?” Employee Relations 32, no. 4 (2010): 382–95.

81. A. Pendleton, “Shared Capitalism at Work: Employee Ownership, Profit and Gain Sharing, and Broad-Based Stock Options,” Industrial and Labor Relations Review 64, no. 3 (2011): 621–22.

82. A. Pendleton and A. Robinson, “Employee Stock Ownership, Involvement, and Productivity: An Interaction-Based Approach,” Industrial and Labor Relations Review 64, no. 1 (2010): 3–29.

83. X. Zhang, K. M. Bartol, K. G. Smith, M. D. Pfarrer, and D. M. Khanin, “CEOs on the Edge: Earnings Manipulation and Stock-Based Incentive Misalignment,” Academy of Management Journal 51, no. 2 (2008): 241–58.

84. Z. Lin, J. Kelly, and L. Trenberth, “Antecedents and Consequences of the Introduction of Flexible Benefit Plans in China,” International Journal of Human Resource Management vol. 22, no. 5 (2011): 1128–45.

85. Ibid.

86. R. C. Koo, “Global Added Value of Flexible Benefits,” Benefits Quarterly 27, no. 4 (2011): 17–20.

87. P. Stephens, “Flex Plans Gain in Popularity,” CA Magazine, January/February 2010, 10.

88. D. Lovewell, “Flexible Benefits: Benefits on Offer,” Employee Benefits, March 2010, S15.

89. S. J. Peterson and F. Luthans, “The Impact of Financial and Nonfinancial Incentives on Business Unit Outcomes over Time,” Journal of Applied Psychology 91, no. 1 (2006): 156–65.

90. C. Xu and C. Liang, “The Mechanisms Underlying an Employee Recognition Program,” in Proceedings of the International Conference on Public Human Resource Management and Innovation, eds. L. Hale and J. Zhang (2013), 28–35.

91. See F. Luthans and A. D. Stajkovic, “Provide Recognition for Performance Improvement,” in Handbook of Principles of Organizational Behavior, ed. E. A. Locke (Malden, MA: Blackwell, 2004): 166–80.

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53. K. J. Klein, A. P. Knight, J. C. Ziegert, B. C. Lim, and J. L. Saltz, “When Team Members’ Values Differ: The Moderating Role of Team Leadership,” Organizational Behavior and Human Decision Processes 114, no. 1 (2011): 25–36; and G. Park and R. P. DeShon, “A Multilevel Model of Minority Opinion Expression and Team Decision-Making Effectiveness,” Journal of Applied Psychology 95, no. 5 (2010): 824–33.

54. J. S. Chun and J. N. Choi, “Members’ Needs, Intragroup Conflict, and Group Performance,” Journal of Applied Psychology 99, no. 3 (2014): 437–50.

55. M. Rigoglioso, “Diverse Backgrounds and Personalities Can Strengthen Groups,” Stanford Knowledgebase, August 15, 2006, https://www.gsb.stanford.edu/insights/diverse-backgrounds-personalities-can-strengthen-groups.

56. K. W. Phillips and D. L. Loyd, “When Surface and Deep-Level Diversity Collide: The Effects on Dissenting Group Members,” Organizational Behavior and Human Decision Processes 99, no. 2 (2006): 143–60; and S. R. Sommers, “On Racial Diversity and Group Decision Making: Identifying Multiple Effects of Racial Composition on Jury Deliberations,” Journal of Personality and Social Psychology 99, no. 4 (April 2006): 597–612.

57. J. S. Chun and J. N. Choi, “Members’ Needs, Intragroup Conflict, and Group Performance.”

58. E. Mannix and M. A. Neale, “What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations,” Psychological Science in the Public Interest, 6, no. 2 (2005): 31–55.

59. E. P. Apfelbaum, K. W. Phillips, and J. A. Richeson, “Rethinking the Baseline in Diversity Research: Should We Be Explaining the Effects of Homogeneity?” Perspectives on Psychological Science 9, no. 3 (2014): 235–44.

60. See M. B. Thatcher and P. C. Patel, “Group Faultlines: A Review, Integration, and Guide to Future Research,” Journal of Management 38, no. 4 (2012): 969–1009.

61. K. Bezrukova, S. M. B. Thatcher, K. A. Jehn, and C. S. Spell, “The Effects of Alignments: Examining Group Faultlines, Organizational Cultures, and Performance,” Journal of Applied Psychology 97, no. 1 (2012): 77–92.

62. R. Rico, M. Sanchez-Manzanares, M. Antino, and D. Lau, “Bridging Team Faultlines by Combining Task Role Assignment and Goal Structure Strategies,” Journal of Applied Psychology 97, no. 2 (2012): 407–20.

63. J. S. Chun and J. N. Choi, “Members’ Needs, Intragroup Conflict, and Group Performance.”

64. B. L. Bonner, S. D. Sillito, and M. R. Baumann, “Collective Estimation: Accuracy, Expertise, and Extroversion as Sources of Intra-Group Influence,” Organizational Behavior and Human Decision Processes 103, no. 1 (2007): 121–33.

65. J. E. Kammer, W. Gaissmaier, T. Reimer, and C. C. Schermuly, “The Adaptive Use of Recognition in Group Decision Making,” Cognitive Science 38, no. 5 (2014): 911–42.

66. G. Park and R. P. DeShon, “A Multilevel Model of Minority Opinion Expression and Team Decision-Making Effectiveness,” Journal of Applied Psychology 95, no. 5 (2010): 824–33.

67. R. Benabou, “Groupthink: Collective Delusions in Organizations and Markets,” Review of Economic Studies 80 (2013): 429–62.

68. See S. Schultz-Hardt, F. C. Brodbeck, A. Mojzisch, R. Kerschreiter, and D. Frey, “Group Decision Making in Hidden Profile Situations: Dissent as a Facilitator for Decision Quality,” Journal of Personality and Social Psychology 91, no. 6 (2006): 1080–93.

69. See I. Yaniv, “Group Diversity and Decision Quality: Amplification and Attenuation of the Framing Effect,” International Journal of Forecasting 27, no. 1 (2011): 41–49.

70. M. P. Brady and S. Y. Wu, “The Aggregation of Preferences in Groups: Identity, Responsibility, and Polarization,” Journal of Economic Psychology 31, no. 6 (2010): 950–63.

71. Z. Krizan and R. S. Baron, “Group Polarization and Choice-Dilemmas: How Important Is Self-Categorization?” European Journal of Social Psychology 37, no. 1 (2007): 191–201.

72. See R. P. McGlynn, D. McGurk, V. S. Effland, N. L. Johll, and D. J. Harding, “Brainstorming and Task Performance in Groups Constrained by Evidence,” Organizational Behavior and Human Decision Processes 93, no. 1 (2004): 75–87; and R. C. Litchfield, “Brainstorming Reconsidered: A Goal-Based View,” Academy of Management Review 33, no. 3 (2008): 649–68.

73. N. L. Kerr and R. S. Tindale, “Group Performance and Decision-Making,” Annual Review of Psychology 55 (2004): 623–55.

74. C. Faure, “Beyond Brainstorming: Effects of Different Group Procedures on Selection of Ideas and Satisfaction with the Process,” Journal of Creative Behavior 38, no. 1 (2004): 13–34.

75. P. L. Perrewé, K. L. Zellars, G. R. Ferris, A. M. Rossi, C. J. Kacmar, and D. A. Ralston, “Neutralizing Job Stressors: Political Skill as an Antidote to the Dysfunctional Consequences of Role Conflict,” Academy of Management Journal 47, no. 1 (2004): 141–52.

1. R. Karlgaard, “Think (Really!) Small,” Forbes, April 13, 2015, 32.

2. J. C. Gorman, “Team Coordination and Dynamics: Two Central Issues,” Current Directions in Psychological Science 23, no. 5 (2014): 355–60.

3. Ibid.

4. J. Mathieu, M. T. Maynard, T. Rapp, and L. Gilson, “Team Effectiveness 1997–2007: A Review of Recent Advancements and a Glimpse into the Future,” Journal of Management 34, no. 3 (2008): 410–76.

5. See, for example, S.-B. Yang and M. E. Guy, “The Effectiveness of Self-Managed Work Teams in Government Organizations,” Journal of Business and Psychology 26, no. 4 (2011): 531–41; and G. S. Van der Vegt, S. Bunderson, and B. Kuipers, “Why Turnover Matters in Self-Managing Work Teams: Learning, Social Integration, and Task Flexibility,” Journal of Management 36, no. 5 (2010): 1168–91.

6. G. L. Stewart, S. H. Courtright, and M. R. Barrick, “Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence with Individual and Group Performance,” Journal of Applied Psychology 97, no. 2 (2012): 435–47.

7. C. W. Langfred, “The Downside of Self-Management: A Longitudinal Study of the Effects of Conflict on Trust, Autonomy, and Task Interdependence in Self-Managing Teams,” Academy of Management Journal 50, no. 4 (2007): 885–900.

8. B. H. Bradley, B. E. Postlethwaite, A. C. Klotz, M. R. Hamdani, and K. G. Brown, “Reaping the Benefits of Task Conflict in Teams: The Critical Role of Team Psychological Safety Climate,” Journal of Applied Psychology, 97, no. 1 (2012): 151–58.

9. J. Devaro, “The Effects of Self-Managed and Closely Managed Teams on Labor Productivity and Product Quality: An Empirical Analysis of a Cross-Section of Establishments,” Industrial Relations 47, no. 4 (2008): 659–98.

10. A. Shah, “Starbucks Strives for Instant Gratification with Via Launch,” PRWeek, December 1, 2009, 15.

11. F. Aime, S. Humphrey, D. S. DeRue, and J. B. Paul, “The Riddle of Heterarchy: Power Transitions in Cross-Functional Teams,” Academy of Management Journal 57, no. 2 (2014): 327–52.

12. See, for example, L. L. Martins, L. L. Gilson, and M. T. Maynard, “Virtual Teams: What Do We Know and Where Do We Go from Here?” Journal of Management 30, no. 6 (2004): 805–35; and B. Leonard, “Managing Virtual Teams,” HR Magazine, June 2011, 39–42.

13. J. E. Hoch and S. W. J. Kozlowski, “Leading Virtual Teams: Hierarchical Leadership, Structural Supports, and Shared Team Leadership,” Journal of Applied Psychology 99, no. 3 (2014): 390–403.

14. A. Malhotra, A. Majchrzak, and B. Rosen, “Leading Virtual Teams,” Academy of Management Perspectives 21, no. 1 (2007): 60–70; and J. M. Wilson, S. S. Straus, and B. McEvily, “All in Due Time: The Development of Trust in Computer-Mediated and Face-to-Face Teams,” Organizational Behavior and Human Decision Processes 19, no. 1 (2006): 16–33.

15. P. Balkundi and D. A. Harrison, “Ties, Leaders, and Time in Teams: Strong Inference about Network Structure’s Effects on Team Viability and Performance,” Academy of Management Journal 49, no. 1 (2006): 49–68; G. Chen, B. L. Kirkman, R. Kanfer, D. Allen, and B. Rosen, “A Multilevel Study of Leadership, Empowerment, and Performance in Teams,” Journal of Applied Psychology 92, no. 2 (2007): 331–46; L. A. DeChurch and M. A. Marks, “Leadership in Multiteam Systems,” Journal of Applied Psychology 91, no. 2 (2006): 311–29; A. Srivastava, K. M. Bartol, and E. A. Locke, “Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance,” Academy of Management Journal 49, no. 6 (2006): 1239–51; and J. E. Mathieu, K. K. Gilson, and T. M. Ruddy, “Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model,” Journal of Applied Psychology 91, no. 1 (2006): 97–108.

16. R. B. Davison, J. R. Hollenbeck, C. M. Barnes, D. J. Sleesman, and D. R. Ilgen, “Coordinated Action in Multiteam Systems,” Journal of Applied Psychology 97, no. 4 (2012): 808–24.

17. M. M. Luciano, J. E. Mathieu, and T. M. Ruddy, “Leading Multiple Teams: Average and Relative External Leadership Influences on Team Empowerment and Effectiveness,” Journal of Applied Psychology 99, no. 2 (2014): 322–31.

18. R. Greenwald, “Freelancing Alone—But Together,” The Wall Street Journal, February 3, 2014, R5.

19. V. Gonzalez-Roma and A. Hernandez, “Climate Uniformity: Its Influence on Team Communication Quality, Task Conflict, and Team Performance,” Journal of Applied Psychology 99, no. 6 (2014): 1042–58; and C. F. Peralta, P. N. Lopes, L. L. Gilson, P. R. Lourenco, and L. Pais, “Innovation Processes and Team Effectiveness: The Role of Goal Clarity and Commitment, and Team Affective Tone,” Journal of Occupational and Organizational Psychology 88, no. 1 (2015): 80–107.

20. P. Balkundi and D. A. Harrison, “Ties, Leaders, and Time in Teams: Strong Inference about Network Structure’s Effects on Team Viability and Performance,” Academy of Management Journal 49, no. 1 (2006): 49–68; G. Chen, B. L. Kirkman, R. Kanfer, D. Allen, and B. Rosen, “A Multilevel Study of Leadership, Empowerment, and Performance in Teams,” Journal of Applied Psychology 92, no. 2 (2007): 331–46; L. A. DeChurch and M. A. Marks, “Leadership in Multiteam Systems,” Journal of Applied Psychology 91, no. 2 (2006): 311–29; A. Srivastava, K. M. Bartol, and E. A. Locke, “Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance,” Academy of Management Journal 49, no. 6 (2006): 1239–51; and J. E. Mathieu, K. K. Gilson, and T. M. Ruddy, “Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model,” Journal of Applied Psychology 91, no. 1 (2006): 97–108.

21. J. Schaubroeck, S. S. K. Lam, and A. C. Peng, “Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance,” Journal of Applied Psychology 96, no. 4, (2011).

22. B. A. De Jong and K. T. Dirks, “Beyond Shared Perceptions of Trust and Monitoring in Teams: Implications of Asymmetry and Dissensus,” Journal of Applied Psychology 97, no. 2 (2012): 391–406.

23. G. Brown, C. Crossley, and S. L. Robinson, “Psychological Ownership, Territorial Behavior, and Being Perceived as a Team Contributor: The Critical Role of Trust in the Work Environment,” Personnel Psychology 67, no. 2 (2014): 463–85.

24. See F. Aime, C. J. Meyer, and S. E. Humphrey, “Legitimacy of Team Rewards: Analyzing Legitimacy as a Condition for the Effectiveness of Team Incentive Designs,” Journal of Business Research 63, no. 1 (2010): 60–66; P. A. Bamberger and R. Levi, “Team-Based Reward Allocation Structures and the Helping Behaviors of Outcome-Interdependent Team Members,” Journal of Managerial Psychology 24, no. 4 (2009): 300–27; and M. J. Pearsall, M. S. Christian, and A. P. J. Ellis, “Motivating Interdependent Teams: Individual Rewards, Shared Rewards, or Something in Between?” Journal of Applied Psychology 95, no. 1 (2010): 183–91.

25. A. Bryant, “Taking Your Skills with You,” The New York Times, May 31, 2015.

26. R. R. Hirschfeld, M. H. Jordan, H. S. Feild, W. F. Giles, and A. A. Armenakis, “Becoming Team Players: Team Members’ Mastery of Teamwork Knowledge as a Predictor of Team Task Proficiency and Observed Teamwork Effectiveness,” Journal of Applied Psychology 91, no. 2 (2006): 467–74; and K. R. Randall, C. J. Resick, and L. A. DeChurch, “Building Team Adaptive Capacity: The Roles of Sensegiving and Team Composition,” Journal of Applied Psychology 96, no. 3 (2011): 525–40.

27. H. Moon, J. R. Hollenbeck, and S. E. Humphrey, “Asymmetric Adaptability: Dynamic Team Structures as One-Way Streets,” Academy of Management Journal 47, no. 5 (2004): 681–95; A. P. J. Ellis, J. R. Hollenbeck, and D. R. Ilgen, “Team Learning: Collectively Connecting the Dots,” Journal of Applied Psychology 88, no. 5 (2003): 821–35; C. L. Jackson and J. A. LePine, “Peer Responses to a Team’s Weakest Link: A Test and Extension of LePine and Van Dyne’s Model,” Journal of Applied Psychology 88, no. 3 (2003): 459–75; and J. A. LePine, “Team Adaptation and Postchange Performance: Effects of Team Composition in Terms of Members’ Cognitive Ability and Personality,” Journal of Applied Psychology 88, no. 1 (2003): 27–39.

28. C. C. Cogliser, W. L. Gardner, M. B. Gavin, and J. C. Broberg, “Big Five Personality Factors and Leader Emergence in Virtual Teams: Relationships with Team Trustworthiness, Member Performance Contributions, and Team Performance,” Group & Organization Management 37, no. 6 (2012): 752–84; and “Deep-Level Composition Variables as Predictors of Team Performance: A Meta-Analysis,” Journal of Applied Psychology 92, no. 3 (2007): 595–615.

29. T. A. O’Neill and N. J. Allen, “Personality and the Prediction of Team Performance,” European Journal of Personality 25, no. 1 (2011): 31–42.

30. S. E. Humphrey, J. R. Hollenbeck, C. J. Meyer, and D. R. Ilgen, “Personality Configurations in Self-Managed Teams: A Natural Experiment on the Effects of Maximizing and Minimizing Variance in Traits,” Journal of Applied Psychology 41, no. 7 (2011): 1701–32.

31. A. P. J. Ellis, J. R. Hollenbeck, and D. R. Ilgen, “Team Learning: Collectively Connecting the Dots.” C. O. L. H. Porter, J. R. Hollenbeck, and D. R. Ilgen, “Backing up Behaviors in Teams: The Role of Personality and Legitimacy of Need,” Journal of Applied Psychology 88, no. 3 (2003): 391–403; and M. C. Schilpzand, D. M. Herold, and C. E. Shalley, “Members’ Openness to Experience and Teams’ Creative Performance,” Small Group Research 42, no. 1 (2011): 55–76.

32. B. H. Bradley, B. E. Postlewaite, and K. G. Brown, “Ready to Rumble: How Team Personality Composition and Task Conflict Interact to Improve Performance,” Journal of Applied Psychology 98, no. 2 (2013): 385–92.

33. E. Gonzalez-Mule, D. S. DeGeest, B. W. McCormick, J. Y. Seong, and K. G. Brown, “Can We Get Some Cooperation around Here? The Mediating Role of Group Norms on the Relationship between Team Personality and Individual Helping Behaviors,” Journal of Applied Psychology 99, no. 5 (2014): 988–99.

34. S. E. Humphrey, F. P. Morgeson, and M. J. Mannor, “Developing a Theory of the Strategic Core of Teams: A Role Composition Model of Team Performance,” Journal of Applied Psychology 94, no. 1 (2009): 48–61.

35. Ibid.

36. A. Joshi, “The Influence of Organizational Demography on the External Networking Behavior of Teams,” Academy of Management Review 31, no. 3 (2006): 583–95.

37. A. Joshi and H. Roh, “The Role of Context in Work Team Diversity Research: A Meta-Analytic Review,” Academy of Management Journal 52, no. 3 (2009): 599–627; S. K. Horwitz and I. B. Horwitz, “The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography,” Journal of Management 33, no. 6 (2007): 987–1015; and S. T. Bell, A. J. Villado, M. A. Lukasik, L. Belau, and A. L. Briggs, “Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis,” Journal of Management 37, no. 3 (2011): 709–43.

38. S. Mohammed and L. C. Angell, “Surface- and Deep-Level Diversity in Workgroups: Examining the Moderating Effects of Team Orientation and Team Process on Relationship Conflict,” Journal of Organizational Behavior 25, no. 8 (2004): 1015–39.

39. Y. F. Guillaume, D. van Knippenberg, and F. C. Brodebeck, “Nothing Succeeds Like Moderation: A Social Self-Regulation Perspective on Cultural Dissimilarity and Performance,” Academy of Management Journal 57, no. 5 (2014): 1284–308.

40. D. Coutu, “Why Teams Don’t Work,” Harvard Business Review, May 2009, 99–105. The evidence in this section is described in L. L. Thompson, Making the Team, 5th ed. (New York, NY: Pearson, 2013), 65–67. See also R. C. Liden, S. J. Wayne, and R. A. Jaworski, “Social Loafing: A Field Investigation,” Journal of Management 30, no. 2 (2004): 285–304.

41. R. Karlgaard, “Think (Really!) Small,” Forbes, April 13, 2015, 32.

42. Ibid.

43. Ibid.

44. “Is Your Team Too Big? Too Small? What’s the Right Number? Knowledge@Wharton, June 14, 2006, http://knowledge.wharton.upenn.edu/article/is-your-team-too-big-too-small-whats-the-right-number-2/; see also A. M. Carton and J. N. Cummings, “A Theory of Subgroups in Work Teams,” Academy of Management Review 37, no. 3 (2012): 441–70.

45. S. A. Kiffin-Peterson and J. L. Cordery, “Trust, Individualism, and Job Characteristics of Employee Preference for Teamwork,” International Journal of Human Resource Management 14, no. 1 (2003): 93–116.

46. J. A. LePine, R. F. Piccolo, C. L. Jackson, J. E. Mathieu, and J. R. Saul, “A Meta-Analysis of Teamwork Processes: Tests of a Multidimensional Model and Relationships with Team Effectiveness Criteria,” Personnel Psychology 61, no. 2 (2008): 273–307.

47. J. F. Dovidio, “Bridging Intragroup Processes and Intergroup Relations: Needing the Twain to Meet,” British Journal of Social Psychology 52, no. 1 (2013): 1–24; and J. Zhou, J. Dovidio, and E. Wang, “How Affectively-Based and Cognitively-Based Attitudes Drive Intergroup Behaviours: The Moderating Role of Affective-Cognitive Consistency,” Plos One 8, no. 11 (2013): article e82150.

48. J. A. LePine, R. F. Piccolo, C. L. Jackson, J. E. Mathieu, and J. R. Saul, “A Meta-Analysis of Teamwork Processes: Tests of a Multidimensional Model and Relationships with Team Effectiveness Criteria;” and J. E. Mathieu and T. L. Rapp, “Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies,” Journal of Applied Psychology 94, no. 1 (2009): 90–103.

49. A. Gurtner, F. Tschan, N. K. Semmer, and C. Nagele, “Getting Groups to Develop Good Strategies: Effects of Reflexivity Interventions on Team Process, Team Performance, and Shared Mental Models,” Organizational Behavior and Human Decision Processes 102, no. 2 (2007): 127–42; M. C. Schippers, D. N. Den Hartog, and P. L. Koopman, “Reflexivity in Teams: A Measure and Correlates,” Applied Psychology: An International Review 56, no. 2 (2007): 189–211; and C. S. Burke, K. C. Stagl, E. Salas, L. Pierce, and D. Kendall, “Understanding Team Adaptation: A Conceptual Analysis and Model,” Journal of Applied Psychology 91, no. 6 (2006): 1189–207.

50. A. N. Pieterse, D. van Knippenberg, and W. P. van Ginkel, “Diversity in Goal Orientation, Team Reflexivity, and Team Performance,” Organizational Behavior and Human Decision Processes 114, no. 2 (2011): 153–64.

51. See R. P. DeShon, S. W. J. Kozlowski, A. M. Schmidt, K. R. Milner, and D. Wiechmann, “A Multiple-Goal, Multilevel Model of Feedback Effects on the Regulation of Individual and Team Performance,” Journal of Applied Psychology 89, no. 6 (2004): 1035–56.

52. K. Tasa, S. Taggar, and G. H. Seijts, “The Development of Collective Efficacy in Teams: A Multilevel and Longitudinal Perspective,” Journal of Applied Psychology 92, no. 1 (2007): 17–27; D. I. Jung and J. J. Sosik, “Group Potency and Collective Efficacy: Examining Their Predictive Validity, Level of Analysis, and Effects of Performance Feedback on Future Group Performance,” Group & Organization Management 28, no. 3 (2003): 366–91; and R. R. Hirschfeld and J. B. Bernerth, “Mental Efficacy and Physical Efficacy at the Team Level: Inputs and Outcomes among Newly Formed Action Teams,” Journal of Applied Psychology 93, no. 6 (2008): 1429–37.

53. A. W. Richter, G. Hirst, D. van Knippenberg, and M. Baer, “Creative Self-Efficacy and Individual Creativity in Team Contexts: Cross-Level Interactions with Team Informational Resources,” Journal of Applied Psychology 97, no. 6 (2012): 1282–90.

54. N. Ellemers, E. Sleebos, D. Stam, and D. de Gilder, “Feeling Included and Valued: How Perceived Respect Affects Positive Team Identity and Willingness to Invest in the Team,” British Journal of Management 24, no. 1 (2013): 21–37.

55. T. A. De Vries, F. Walter, G. S. Van derr Vegt, and P. J. M. D. Essens, “Antecedents of Individuals’ Interteam Coordination: Broad Functional Experiences as a Mixed Blessing,” Academy of Management Journal 57, no. 5 (2014): 1334–59.

56. S. Chang, L. Jia, R. Takeuchi, and Y. Cai, “Do High-Commitment Work Systems Affect Creativity? A Multilevel Combinational Approach to Employee Creativity,” Journal of Applied Psychology 99, no. 4 (2014): 665–80.

57. S. Mohammed, L. Ferzandi, and K. Hamilton, “Metaphor No More: A 15-Year Review of the Team Mental Model Construct,” Journal of Management 36, no. 4 (2010): 876–910.

58. A. P. J. Ellis, “System Breakdown: The Role of Mental Models and Transactive Memory on the Relationships between Acute Stress and Team Performance,” Academy of Management Journal 49, no. 3 (2006): 576–89.

59. L. A. DeChurch and J. R. Mesmer-Magnus, “The Cognitive Underpinnings of Effective Teamwork: A Meta-Analysis,” Journal of Applied Psychology 95, no. 1 (2010): 32–53.

60. S. W. J. Kozlowski and D. R. Ilgen, “Enhancing the Effectiveness of Work Groups and Teams,” Psychological Science in the Public Interest 7, no. 3 (2006): 77–124; and B. D. Edwards, E. A. Day, W. Arthur Jr., and S. T. Bell, “Relationships among Team Ability Composition, Team Mental Models, and Team Performance,” Journal of Applied Psychology 91, no. 3 (2006): 727–36.

61. M. Kolbe, G. Grote, M. J. Waller, J. Wacker, B. Grande, and D. R. Spahn, “Monitoring and Talking to the Room: Autochthonous Coordination Patterns in Team Interaction and Performance,” Journal of Applied Psychology 99, no. 6 (2014): 1254–67.

62. J. Farh, C. Lee, and C. I. C. Farh, “Task Conflict and Team Creativity: A Question of How Much and When,” Journal of Applied Psychology 95, no. 6 (2010): 1173–80.

63. K. H. Price, D. A. Harrison, and J. H. Gavin, “Withholding Inputs in Team Contexts: Member Composition, Interaction Processes, Evaluation Structure, and Social Loafing,” Journal of Applied Psychology 91, no. 6 (2006): 1375–84.

64. G. Hertel, U. Konradt, and K. Voss, “Competencies for Virtual Teamwork: Development and Validation of a Web-Based Selection Tool for Members of Distributed Teams,” European Journal of Work and Organizational Psychology 15, no. 4 (2006): 477–504.

65. T. V. Riper, “The NBA’s Most Overpaid Players,” Forbes, April 5, 2013, http://www.forbes.com/sites/tomvanriper/2013/04/05/the-nbas-most-overpaid-players/.

66. E. Kearney, D. Gebert, and S. C. Voelpel, “When and How Diversity Benefits Teams: The Importance of Team Members’ Need for Cognition,” Academy of Management Journal 52, no. 3 (2009): 581–98.

67. H. M. Guttman, “The New High-Performance Player,” The Hollywood Reporter, October 27, 2008, www.hollywoodreporter.com.

68. C.-H. Chuang, S. Chen, and C.-W. Chuang, “Human Resource Management Practices and Organizational Social Capital: The Role of Industrial Characteristics,” Journal of Business Research 66, no. 5 (2013): 678–87.

69. T. Erickson and L. Gratton, “What It Means to Work Here,” BusinessWeek, January 10, 2008, www.businessweek.com.

70. M. D. Johnson, J. R. Hollenbeck, S. E. Humphrey, D. R. Ilgen, D. Jundt, and C. J. Meyer, “Cutthroat Cooperation: Asymmetrical Adaptation to Changes in Team Reward Structures,” Academy of Management Journal 49, no. 1 (2006): 103–19.

71. C. E. Naquin and R. O. Tynan, “The Team Halo Effect: Why Teams Are Not Blamed for Their Failures,” Journal of Applied Psychology 88, no. 2 (2003): 332–40.

72. E. R. Crawford and J. A. Lepine, “A Configural Theory of Team Processes: Accounting for the Structure of Taskwork and Teamwork,” Academy of Management Review 38, no. 1 (2013): 32–48.

1. R. Wijn and K. Van den Bos, “On the Social-Communicative Function of Justice: The Influence of Communication Goals and Personal Involvement on the Use of Justice Assertions,” Personality and Social Psychology Bulletin 36, no. 2 (2010): 161–72.

2. R. Swarns, “After Uneasy First Tries, Coworkers Find a Way to Talk about Race,” The New York Times, March 23, 2015, A15.

3. D. C. Barnlund, “A Transactional Model of Communication,” in Communication Theory, ed. C. D. Mortenson (New Brunswick, NJ: Transaction, 2008), 47–57; and see K. Byron, “Carrying Too Heavy a Load? The Communication and Miscommunication of Emotion by E-mail,” Academy of Management Review 33, no. 2 (2008): 309–27.

4. A. Tenhiaelae and F. Salvador, “Looking inside Glitch Mitigation Capability: The Effect of Intraorganizational Communication Channels,” Decision Sciences 45, no. 3 (2014): 437–66.

5. S. Jhun, Z.-T. Bae, and S.-Y. Rhee, “Performance Change of Managers in Two Different Uses of Upward Feedback: A Longitudinal Study in Korea,” International Journal of Human Resource Management 23, no. 20 (2012): 4246–64; B. Oc, M. R. Bashshur, and C. Moore, “Speaking Truth to Power: The Effect of Candid Feedback on How Individuals with Power Allocate Resources,” Journal of Applied Psychology 100, no. 2 (2015): 450–63; and J. W. Smither and A. G. Walker, “Are the Characteristics of Narrative Comments Related to Improvement in Multirater Feedback Ratings over Time?” Journal of Applied Psychology 89, no. 3 (2004): 575–81.

6. J. S. Lublin, “Managers Need to Make Time for Face Time,” The Wall Street Journal, March 18, 2015, B6.

7. E. Nichols, “Hyper-Speed Managers,” HR Magazine, April 2007, 107–10.

8. R. Walker, “Declining an Assignment, with Finesse,” The New York Times, August 24, 2014, 8.

9. See, for example, G. Michelson, A. van Iterson, and K. Waddington, “Gossip in Organizations: Contexts, Consequences, and Controversies,” Group & Organization Management 35, no. 4 (2010): 371–90.

10. G. Van Hoye and F. Lievens, “Tapping the Grapevine: A Closer Look at Word-of-Mouth as a Recruitment Source,” Journal of Applied Psychology 94, no. 2 (2009): 341–52.

11. J. K. Bosson, A. B. Johnson, K. Niederhoffer, and W. B. Swann Jr., “Interpersonal Chemistry through Negativity: Bonding by Sharing Negative Attitudes about Others,” Personal Relationships 13, no. 2 (2006): 135–50.

12. T. J. Grosser, V. Lopez-Kidwell, and G. Labianca, “A Social Network Analysis of Positive and Negative Gossip in Organizational Life,” Group & Organization Management 35, no. 2 (2010): 177–212.

13. R. Feintzeig, “The Boss’s Next Demand: Make Lots of Friends,” The Wall Street Journal, February 12, 2014, B1, B6.

14. R. E. Silverman, “A Victory for Small Office Talkers,” The Wall Street Journal, October 28, 2014, D2.

15. L. Dulye, “Get Out of Your Office,” HR Magazine, July 2006, 99–101.

16. E. Bernstein, “How Well Are You Listening?” The Wall Street Journal, January 13, 2015, D1.

17. E. Bernstein, “How ‘Active Listening’ Makes Both Participants in a Conversation Feel Better,” The Wall Street Journal, January 12, 2015, http://www.wsj.com/articles/how-active-listening-makes-both-sides-of-a-conversation-feel-better-1421082684.

18. S. Shellenbarger, “Work & Family Mailbox,” The Wall Street Journal, July 30, 2014, D2.

19. E. C. Ravlin, A.-K. Ward, and D. C. Thomas, “Exchanging Social Information across Cultural Boundaries,” Journal of Management 40, no. 5 (2014): 1437–65.

20. V. N. Giri, “Nonverbal Communication Theories,” in Encyclopedia of Communication Theory, eds. S. W. Littlejohn and K. A. Foss (Washington, DC: Sage, 2009).

21. C. K. Goman, “5 Body Language Tips to Increase Your Curb Appeal,” Forbes, March 4, 2013, www.forbes.com/sites/carolkinseygoman/2013/03/14/5-body-language-tips-to-increase-your-curb-appeal/.

22. See N. Kock, “The Psychobiological Model: Towards a New Theory of Computer-Mediated Communication Based on Darwinian Evolution,” Organization Science 15, no. 3 (2004): 327–48; and C. E. Timmerman and S. N. Madhavapeddi, “Perceptions of Organizational Media Richness: Channel Expansion Effects for Electronic and Traditional Media across Richness Dimensions,” IEEE Transactions on Professional Communication 51, no. 1 (2008): 18–32.

23. R. L. Daft and R. A. Noe, Organizational Behavior (Fort Worth, TX: Harcourt, 2001), 311.

24. S. Shellenbarger, “Is This How You Really Talk?” The Wall Street Journal, April 24, 2013, D1, D3.

25. B. Giamanco and K. Gregoire, “Tweet Me, Friend Me, Make Me Buy,” Harvard Business Review, July–August 2012, 88–93.

26. “At Many Companies, Hunt for Leakers Expands Arsenal of Monitoring Tactics,” The Wall Street Journal, September 11, 2006, B1, B3; and B. J. Alge, G. A. Ballinger, S. Tangirala, and J. L. Oakley, “Information Privacy in Organizations: Empowering Creative and Extrarole Performance,” Journal of Applied Psychology 91, no. 1 (2006): 221–32.

27. R. E. Petty and P. Briñol, “Persuasion: From Single to Multiple to Metacognitive Processes,” Perspectives on Psychological Science 3, no. 2 (2008): 137–47; F. A. White, M. A. Charles, and J. K. Nelson, “The Role of Persuasive Arguments in Changing Affirmative Action Attitudes and Expressed Behavior in Higher Education,” Journal of Applied Psychology 93, no. 6 (2008): 1271–86.

28. K. L. Blankenship and D. T. Wegener, “Opening the Mind to Close It: Considering a Message in Light of Important Values Increases Message Processing and Later Resistance to Change,” Journal of Personality and Social Psychology 94, no. 2 (2008): 196–213.

29. See, for example, Y. H. M. See, R. E. Petty, and L. R. Fabrigar, “Affective and Cognitive Meta-Bases of Attitudes: Unique Effects of Information Interest and Persuasion,” Journal of Personality and Social Psychology 94, no. 6 (2008): 938–55; M. S. Key, J. E. Edlund, B. J. Sagarin, and G. Y. Bizer, “Individual Differences in Susceptibility to Mindlessness,” Personality and Individual Differences 46, no. 3 (2009): 261–64; and M. Reinhard and M. Messner, “The Effects of Source Likeability and Need for Cognition on Advertising Effectiveness under Explicit Persuasion,” Journal of Consumer Behavior 8, no. 4 (2009): 179–91.

30. M. Richtel, “Lost in E-Mail, Tech Firms Face Self-Made Beast,” The New York Times, June 14, 2008, http://www.nytimes.com/2008/06/14/technology/14email.html.

31. S. Norton, “A Post-PC CEO: No Desk, No Desktop,” The Wall Street Journal, November 20, 2014, B5.

32. P. Briñol, R. E. Petty, and J. Barden, “Happiness versus Sadness as a Determinant of Thought Confidence in Persuasion: A Self-Validation Analysis,” Journal of Personality and Social Psychology 93, no. 5 (2007): 711–27.

33. R. C. Sinclair, S. E. Moore, M. M. Mark, A. S. Soldat, and C. A. Lavis, “Incidental Moods, Source Likeability, and Persuasion: Liking Motivates Message Elaboration in Happy People,” Cognition and Emotion 24, no. 6 (2010): 940–61; and V. Griskevicius, M. N. Shiota, and S. L. Neufeld, “Influence of Different Positive Emotions on Persuasion Processing: A Functional Evolutionary Approach,” Emotion 10, no. 2 (2010): 190–206.

34. J. Sandberg, “The Jargon Jumble: Kids Have ‘Skeds,’ Colleagues, ‘Needs,’” The Wall Street Journal, October 24, 2006, http://online.wsj.com/article/SB116165746415401680.html.

35. Ibid.

36. B. E. Ashforth and V. Anand, “The Normalization of Corruption in Organizations,” Research in Organizational Behavior 25 (2003): 1–52; and E. Liu and M. E. Roloff, “Exhausting Silence: Emotional Costs of Withholding Complaints,” Negotiation and Conflict Management Research 8, no. 1 (2015): 25–40.

37. F. J. Milliken, E. W. Morrison, and P. F. Hewlin, “An Exploratory Study of Employee Silence: Issues That Employees Don’t Communicate Upward and Why,” Journal of Management Studies 40, no. 6 (2003): 1453–76.

38. L. A. Withers and L. L. Vernon, “To Err Is Human: Embarrassment, Attachment, and Communication Apprehension,” Personality and Individual Differences 40, no. 1 (2006): 99–110.

39. See, for instance, B. D. Blume, T. T. Baldwin, and K. C. Ryan, “Communication Apprehension: A Barrier to Students’ Leadership, Adaptability, and Multicultural Appreciation,” Academy of Management Learning & Education 12, no. 2 (2013): 158–72; B. D. Blume, G. F. Dreher, and T. T. Baldwin, “Examining the Effects of Communication Apprehension within Assessment Centres,” Journal of Occupational and Organizational Psychology 83, no. 3 (2010): 663–71; and X. Shi, T. M. Brinthaupt, and M. McCree, “The Relationship of Self-Talk Frequency to Communication Apprehension and Public Speaking Anxiety,” Personality and Individual Differences 75 (2015): 125–9.

40. See, for example, T. L. Rodebaugh, “I Might Look OK, But I’m Still Doubtful, Anxious, and Avoidant: The Mixed Effects of Enhanced Video Feedback on Social Anxiety Symptoms,” Behaviour Research and Therapy 42, no. 12 (2004): 1435–51.

41. K. B. Serota, T. R. Levine, and F. J. Boster, “The Prevalence of Lying in America: Three Studies of Self-Reported Lies,” Human Communication Research 36, no. 1 (2010): 2–25.

42. C. E. Naguin, T. R. Kurtzberg, and L. Y. Belkin, “The Finer Points of Lying Online: E-Mail versus Pen and Paper,” Journal of Applied Psychology 95, no. 2 (2010): 387–94.

43. See W. L. Adair, “Integrative Sequences and Negotiation Outcome in Same- and Mixed-Culture Negotiations,” International Journal of Conflict Management 14, nos. 3–4 (2003): 1359–92; W. L. Adair and J. M. Brett, “The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation,” Organization Science 16, no. 1 (2005): 33–51; E. Giebels and P. J. Taylor, “Interaction Patterns in Crisis Negotiations: Persuasive Arguments and Cultural Differences,” Journal of Applied Psychology 94, no. 1 (2009): 5–19; and M. G. Kittler, D. Rygl, and A. Mackinnon, “Beyond Culture or Beyond Control? Reviewing the Use of Hall’s High-/Low-Context Concept,” International Journal of Cross-Cultural Management 11, no. 1 (2011): 63–82.

44. M. C. Hopson, T. Hart, and G. C. Bell, “Meeting in the Middle: Fred L. Casmir’s Contributions to the Field of Intercultural Communication,” International Journal of Intercultural Relations 36, no. 6 (2012): 789–97.

1. N. Ensari, R. E. Riggio, J. Christian, and G. Carslaw, “Who Emerges as a Leader? Meta-Analyses of Individual Differences as Predictors of Leadership Emergence,” Personality and Individual Differences 51, no. 4 (2011): 532–36.

2. See M. H. Do and A. Minbashian, “A Meta-Analytic Examination of the Agentic and Affiliative Aspects of Extraversion on Leadership Outcomes,” Leadership Quarterly 25, no. 5 (2014): 1040–53.

3. D. R. Ames and F. J. Flynn, “What Breaks a Leader: The Curvilinear Relation between Assertiveness and Leadership,” Journal of Personality and Social Psychology 92, no. 2 (2007): 307–24.

4. A. E. Colbert, M. R. Barrick, and B. H. Bradley, “Personality and Leadership Composition in Top Management Teams: Implications for Organizational Effectiveness,” Personnel Psychology 67, no. 2 (2014): 351–87.

5. K.-Y. Ng, S. Ang, and K. Chan, “Personality and Leader Effectiveness: A Moderated Mediation Model of Leadership Self-Efficacy, Job Demands, and Job Autonomy,” Journal of Applied Psychology 93, no. 4 (2008): 733–43.

6. R. B. Kaiser, J. M. LeBreton, and J. Hogan, “The Dark Side of Personality and Extreme Leader Behavior,” Applied Psychology: An International Review 64, no. 1 (2015): 55–92.

7. B. H. Gaddis and J. L. Foster, “Meta-Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching,” Applied Psychology: An International Review 64, no. 1 (2015): 25–54.

8. R. H. Humphrey, J. M. Pollack, and T. H. Hawver, “Leading with Emotional Labor,” Journal of Managerial Psychology 23, no. 2 (2008): 151–68.

9. F. Walter, M. S. Cole, and R. H. Humphrey, “Emotional Intelligence: Sine Qua Non of Leadership or Folderol?” Academy of Management Perspectives 25, no. 1 (2011): 45–59.

10. S. Côté, P. N. Lopes, P. Salovey, and C. T. H. Miners, “Emotional Intelligence and Leadership Emergence in Small Groups,” Leadership Quarterly 21, no. 3 (2010): 496–508.

11. This research is updated in T. A. Judge, R. F. Piccolo, and R. Ilies, “The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research,” Journal of Applied Psychology, 89 no. 1 (2004): 36–51.

12. D. Akst, “The Rewards of Recognizing a Job Well Done,” The Wall Street Journal, January 31, 2007, D9.

13. M. Javidan, P. W. Dorfman, M. S. de Luque, and R. J. House, “In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE,” Academy of Management Perspectives 20, no. 1 (2006): 67–90.

14. For a more current discussion on the model, see S. Altmaee, K. Tuerk, and O.-S. Toomet, “Thomas-Kilmann’s Conflict Management Modes and Their Relationship to Fiedler’s Leadership Styles (Basing on Estonian Organizations),” Baltic Journal of Management 8, no. 1 (2013): 45–65.

15. See, for instance, G. Thompson and R. P. Vecchio, “Situational Leadership Theory: A Test of Three Versions,” Leadership Quarterly 20, no. 5 (2009): 837–48; and R. P. Vecchio, C. R. Bullis, and D. M. Brazil, “The Utility of Situational Leadership Theory—A Replication in a Military Setting,” Small Group Research 37, no. 5 (2006): 407–24.

16. R. Fehr, K. C. Yam, and C. Dang, “Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions,” Academy of Management Review 40, no. 2 (2015): 182–209; and M. Hernandez, C. P. Long, and S. B. Sitkin, “Cultivating Follower Trust: Are All Leader Behaviors Equally Influential?” Organization Studies 35, no. 12 (2014): 1867–92.

17. S. J. Perry, L. A. Witt, L. M. Penney, and L. Atwater, “The Downside of Goal-Focused Leadership: The Role of Personality in Subordinate Exhaustion,” Journal of Applied Psychology 95, no. 6 (2010): 1145–53.

18. R. R. Vecchio, J. E. Justin, and C. L. Pearce, “The Utility of Transactional and Transformational Leadership for Predicting Performance and Satisfaction within a Path-Goal Theory Framework,” Journal of Occupational and Organizational Psychology 81 (2008): 71–82.

19. V. H. Vroom and A. G. Jago, “The Role of the Situation in Leadership,” American Psychologist 62, no. 1 (2007): 17–24.

20. W. Bennis, “The Challenges of Leadership in the Modern World,” American Psychologist 62, no. 1 (2007): 2–5.

21. X. Zhou and C. A. Schriesheim, “Supervisor–Subordinate Convergence in Descriptions of Leader–Member Exchange (LMX) Quality: Review and Testable Propositions,” Leadership Quarterly 20, no. 6 (2009): 920–32.

22. B. Erdogan and T. N. Bauer, “Differentiated Leader–Member Exchanges: The Buffering Role of Justice Climate,” Journal of Applied Psychology 95, no. 6 (2010): 1104–20; and X. Zhou and C. A. Schrisheim, “Quantitative and Qualitative Examination of Propositions Concerning Supervisor–Subordinate Convergence in Descriptions of Leader–Member Exchange (LMX) Quality,” Leadership Quarterly 21, no. 5 (2010): 826–43.

23. M. Uhl-Bien, “Relationship Development as a Key Ingredient for Leadership Development,” in Future of Leadership Development, eds. S. E. Murphy and R. E. Riggio (Mahwah, NJ: Lawrence Erlbaum, 2003), 129–47.

24. R. Vecchio and D. M. Brazil, “Leadership and Sex-Similarity: A Comparison in a Military Setting,” Personnel Psychology 60, no. 2 (2007): 303–35.

25. See, for instance, R. Ilies, J. D. Nahrgang, and F. P. Morgeson, “Leader–Member Exchange and Citizenship Behaviors: A Meta-Analysis,” Journal of Applied Psychology 92, no. 1 (2007): 269–77; and Z. Chen, W. Lam, and J. A. Zhong, “Leader–Member Exchange and Member Performance: A New Look at Individual-Level Negative Feedback-Seeking Behavior and Team-Level Empowerment Culture,” Journal of Applied Psychology 92, no. 1 (2007): 202–12.

26. R. Eisenberger et al. “Leader-Member Exchange and Affective Organizational Commitment: The Contribution of Supervisor’s Organizational Embodiment,” Journal of Applied Psychology 95, no. 6 (2010): 1085–103.

27. J. Bagger and A. Li, “How Does Supervisory Family Support Influence Employees’ Attitudes and Behaviors? A Social Exchange Perspective,” Journal of Management 40, no. 4 (2014): 1123–50.

28. B. Erdogan and T. N. Bauer, “Differentiated Leader–Member Exchanges: The Buffering Role of Justice Climate,” Journal of Applied Psychology 95, no. 6 (2010): 1104–20.

29. D. Liu, M. Hernandez, and L. Wang, “The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation,” Personnel Psychology 67, no. 4 (2014): 801–45.

30. A. N. Li and H. Liao, “How Do Leader–Member Exchange Quality and Differentiation Affect Performance in Teams? An Integrated Multilevel Dual Process Model,” Journal of Applied Psychology 99, no. 5 (2014): 847–66.

31. J. Hu and R. C. Liden, “Relative Leader-Member Exchange within Team Contexts: How and When Social Comparison Impacts Individual Effectiveness,” Personnel Psychology 66, no. 1 (2013): 127–72.

32. M. Weber, The Theory of Social and Economic Organization, trans A. M. Henderson and T. Parsons (Eastford, CT: Martino Fine Books, 2012).

33. V. Seyranian and M. C. Bligh, “Presidential Charismatic Leadership: Exploring the Rhetoric of Social Change,” Leadership Quarterly 19, no. 1 (2008): 54–76.

34. Ibid.

35. A. Xenikou, “The Cognitive and Affective Components of Organisational Identification: The Role of Perceived Support Values and Charismatic Leadership,” Applied Psychology: An International Review 63, no. 4 (2014): 567–88.

36. P. A. Vlachos, N. G. Panagopoulos, and A. A. Rapp, “Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership,” Journal of Business Ethics 118, no. 3 (2013): 577–88.

37. A. Deinert, A. C. Homan, D. Boer, S. C. Voelpel, and D. Gutermann, “Transformational Leadership Sub-Dimensions and Their Link to Leaders’ Personality and Performance,” Leadership Quarterly 26, no. 6 (2015): 1095–1120; and R. E. de Vries, “Personality Predictors of Leadership Styles and the Self-Other Agreement Problem,” Leadership Quarterly 23, no. 5 (2012): 809–21.

38. P. Balkundi, M. Kilduff, and D. A. Harrison, “Centrality and Charisma: Comparing How Leader Networks and Attributions Affect Team Performance,” Journal of Applied Psychology 96, no. 6 (2012): 1209–22.

39. A. Erez, V. F. Misangyi, D. E. Johnson, M. A. LePine, and K. C. Halverson, “Stirring the Hearts of Followers: Charismatic Leadership as the Transferal of Affect,” Journal of Applied Psychology 93, no. 3 (2008): 602–15. On the role of vision in leadership, see M. Hauser and R. J. House, “Lead through Vision and Values,” in Handbook of Principles of Organizational Behavior, ed. E. A. Locke (Malden, MA: Blackwell, 2004), 257–73.

40. D. N. Den Hartog, A. H. B. De Hoogh, and A. E. Keegan, “The Interactive Effects of Belongingness and Charisma on Helping and Compliance,” Journal of Applied Psychology 92, no. 4 (2007): 1131–39.

41. J. C. Pastor, M. Mayo, and B. Shamir, “Adding Fuel to Fire: The Impact of Followers’ Arousal on Ratings of Charisma,” Journal of Applied Psychology 92, no. 6 (2007): 1584–96.

42. F. Cohen, S. Solomon, M. Maxfield, T. Pyszczynski, and J. Greenberg, “Fatal Attraction: The Effects of Mortality Salience on Evaluations of Charismatic, Task-Oriented, and Relationship-Oriented Leaders,” Psychological Science 15, no. 12 (2004), 846–51; and J. Griffith, S. Connelly, C. Thiel, and G. Johnson, “How Outstanding Leaders Lead with Affect: An Examination of Charismatic, Ideological, and Pragmatic Leaders,” Leadership Quarterly 26, no. 4 (2015): 502–17.

43. See, for instance, J. A. Raelin, “The Myth of Charismatic Leaders,” Training and Development Journal, March 2003, 47–54; and P. A. Vlachos, N. G. Panagopoulos, and A. A. Rapp, “Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership,” Journal of Business Ethics 118, no. 3 (2013): 577–88.

44. B. M. Galvin, D. A. Waldman, and P. Balthazard, “Visionary Communication Qualities as Mediators of the Relationship between Narcissism and Attributions of Leader Charisma,” Personnel Psychology 63, no. 3 (2010): 509–37.

45. See, for instance, D. Deichmann and D. Stam, “Leveraging Transformational and Transactional Leadership to Cultivate the Generation of Organization-Focused Ideas,” Leadership Quarterly 26, no. 2 (2015): 204–19; H.-J. Wolfram and L. Gratton, “Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership: Implications for Perceived Workgroup Performance,” Journal of Leadership & Organizational Studies 21, no. 4 (2014): 338–53; and T. A. Judge and R. F. Piccolo, “Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity,” Journal of Applied Psychology 89, no. 5 (2004): 755–68.

46. A. E. Colbert, M. R. Barrick, and B. H. Bradley, “Personality and Leadership Composition in Top Management Teams: Implications for Organizational Effectiveness,” Personnel Psychology 67, no. 2 (2014): 351–87.

47. A. M. Grant, “Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership,” Academy of Management Journal 55, no. 2 (2012): 458–76.

48. D. Deichmann and D. Stam, “Leveraging Transformational and Transactional Leadership to Cultivate the Generation of Organization-Focused Ideas;” and H.-J. Wolfram and L. Gratton, “Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership: Implications for Perceived Workgroup Performance.”

49. T. R. Hinkin and C. A. Schriescheim, “An Examination of ‘Nonleadership’: From Laissez-Faire Leadership to Leader Reward Omission and Punishment Omission,” Journal of Applied Psychology 93, no. 6 (2008): 1234–48.

50. Y. Ling, Z. Simsek, M. H. Lubatkin, and J. F. Veiga, “Transformational Leadership’s Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface,” Academy of Management Journal 51, no. 3 (2008): 557–76.

51. X. Zhang and K. M. Bartol, “Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement,” Academy of Management Journal 53, no. 1 (2010): 107–28.

52. S. A. Eisenbeib and S. Boerner, “A Double-Edged Sword: Transformational Leadership and Individual Creativity,” British Journal of Management 24, no. 1 (2013): 54–68.

53. A. E. Colbert, A. E. Kristof-Brown, B. H. Bradley, and M. R. Barrick, “CEO Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams,” Academy of Management Journal 51, no. 1 (2008): 81–96.

54. D. Zohar and O. Tenne-Gazit, “Transformational Leadership and Group Interaction as Climate Antecedents: A Social Network Analysis,” Journal of Applied Psychology 93, no. 4 (2008): 744–57.

55. R. T. Keller, “Transformational Leadership, Initiating Structure, and Substitutes for Leadership: A Longitudinal Study of Research and Development Project Team Performance,” Journal of Applied Psychology 91, no. 1 (2006): 202–10.

56. G. Wang, I. Oh, S. H. Courtright, and A. E. Colbert, “Transformational Leadership and Performance across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research,” Group & Organization Management 36, no. 2 (2011): 223–70.

57. Y. Ling, Z. Simsek, M. H. Lubatkin, and J. F. Veiga, “The Impact of Transformational CEOs on the Performance of Small- to Medium-Sized Firms: Does Organizational Context Matter?” Journal of Applied Psychology 93, no. 4 (2008): 923–34.

58. X. Wang and J. M. Howell, “Exploring the Dual-Level Effects of Transformational Leadership on Followers,” Journal of Applied Psychology 95, no. 6 (2010): 1134–44.

59. N. Li, D. S. Chiaburu, B. L. Kirkman, and Z. Xie, “Spotlight on the Followers: An Examination of Moderators of Relationships between Transformational Leadership and Subordinates’ Citizenship and Taking Charge,” Personnel Psychology 66, no. 1 (2013): 225–60.

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61. B. P. Owens and D. R. Hekman, “Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, and Outcomes,” Academy of Management Journal 55, no. 4 (2012): 787–818.

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66. K. M. Kacmar, D. G. Bachrach, K. J. Harris, and S. Zivnuska, “Fostering Good Citizenship through Ethical Leadership: Exploring the Moderating Role of Gender and Organizational Politics,” Journal of Applied Psychology, 96, no. 3 (2011): 633–42; and F. O. Walumbwa and J. Schaubroeck, “Leader Personality Traits and Employee Voice Behavior: Mediating Roles of Ethical Leadership and Work Group Psychological Safety,” Journal of Applied Psychology 94, no. 5 (2009): 1275–86.

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82. J. Schaubroeck, S. S. K. Lam, and A. C. Peng, “Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance,” Journal of Applied Psychology, 96, no. 4 (July 2011): 863–71.

83. See, for instance, K. Boies, J. Fiset, and H. Gill, “Communication and Trust Are Key: Unlocking the Relationship Between Leadership and Team Performance and Creativity,” Leadership Quarterly 26, no. 6 (2015): 1080–94; D. I. Jung and B. J. Avolio, “Opening the Black Box: An Experimental Investigation of the Mediating Effects of Trust and Value Congruence on Transformational and Transactional Leadership,” Journal of Organizational Behavior 21, no. 8 (2000), 949–64; and A. Zacharatos, J. Barling, and R. D. Iverson, “High-Performance Work Systems and Occupational Safety,” Journal of Applied Psychology 90, no. 1 (2005), 77–93.

84. J. R. Detert and E. R. Burris, “Leadership Behavior and Employee Voice: Is the Door Really Open?” Academy of Management Journal 50, no. 4 (2007): 869–84.

85. J. A. Colquitt, B. A. Scott, and J. A. LePine, “Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships with Risk Taking and Job Performance,” Journal of Applied Psychology 92, no. 4 (2007): 909–27.

86. J. A. Colquitt, B. A. Scott, and J. A. LePine, “Trust, Trustworthiness, and Trust Propensity: A Meta-Analytic Test of Their Unique Relationships with Risk Taking and Job Performance;” and F. D. Schoorman, R. C. Mayer, and J. H. Davis, “An Integrative Model of Organizational Trust: Past, Present, and Future.”

87. Cited in D. Jones, “Do You Trust Your CEO?” USA Today, February 12, 2003, 7B.

88. M. J. Ashleigh, M. Higgs, and V. Dulewicz, “A New Propensity to Trust Scale and Its Relationship with Individual Well-Being: Implications for HRM Policies and Practices,” Human Resource Management Journal 22, no. 4 2012, 360–76; R. C. Mayer and M. B. Gavin, “Trust in Management and Performance: Who Minds the Shop While the Employees Watch the Boss?” Academy of Management Journal 48, no. 5 (2005): 874–88; and C. F. Peralta and M. F. Saldanha, “Knowledge-Centered Culture and Knowledge Sharing: The Moderator Role of Trust Propensity,” Journal of Knowledge Management 18, no. 3 (2014): 538–50.

89. J. A. Simpson, “Foundations of Interpersonal Trust,” in Social Psychology: Handbook of Basic Principles, 2nd ed., eds. A. W. Kruglanski and E. T. Higgins (New York: Guilford, 2007), 587–607.

90. X.-P. Chen, M. B. Eberly, T.-J. Chiang, J.-L. Farh, and B.-Shiuan Cheng, “Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance,” Journal of Management 40, no. 3 (2014): 796–819.

91. J. A. Simpson, “Foundations of Interpersonal Trust.”

92. B. Groysberg and M. Slind, “Leadership Is a Conversation,” Harvard Business Review, June 2012, 76–84.

93. H. Zhao, S. J. Wayne, B. C. Glibkowski, and J. Bravo, “The Impact of Psychological Contract Breach on Work-Related Outcomes: A Meta-Analysis,” Personnel Psychology 60, no. 3 (2007): 647–80.

94. D. L. Shapiro, A. D. Boss, S. Salas, S. Tangirala, and M. A. Von Glinow, “When Are Transgressing Leaders Punitively Judged? An Empirical Test,” Journal of Applied Psychology 96, no. 2 (2011): 412–22.

95. D. L. Ferrin, P. H. Kim, C. D. Cooper, and K. T. Dirks, “Silence Speaks Volumes: The Effectiveness of Reticence in Comparison to Apology and Denial for Responding to Integrity- and Competence-Based Trust Violations,” Journal of Applied Psychology 92, no. 4 (2007): 893–908.

96. M. E. Schweitzer, J. C. Hershey, and E. T. Bradlow, “Promises and Lies: Restoring Violated Trust,” Organizational Behavior and Human Decision Processes 101, no. 1 (2006): 1–19.

97. See, for example, L. Eby, M. Buits, and A. Lockwood, “Protégés’ Negative Mentoring Experiences: Construct Development and Nomological Validation,” Personnel Psychology 57, no. 2 (2004): 411–47.

98. J. U. Chun, J. J. Sosik, and N. Y. Yun, “A Longitudinal Study of Mentor and Protégé Outcomes in Formal Mentoring Relationships,” Journal of Organizational Behavior 33, no. 8 (2012): 35–49.

99. See, for instance, B. Schyns, J. Felfe, and H. Blank, “Is Charisma Hyper-Romanticism? Empirical Evidence from New Data and a Meta-Analysis,” Applied Psychology: An International Review 56, no. 4 (2007): 505–27.

100. M. J. Martinko, P. Harvey, D. Sikora, and S. C. Douglas, “Perceptions of Abusive Supervision: The Role of Subordinates’ Attribution Styles,” Leadership Quarterly 22, no. 4 (2011): 751–64.

101. M. C. Bligh, J. C. Kohles, C. L. Pearce, J. E. Justin, and J. F. Stovall, “When the Romance Is Over: Follower Perspectives of Aversive Leadership,” Applied Psychology: An International Review 56, no. 4 (2007): 528–57.

102. B. R. Agle, N. J. Nagarajan, J. A. Sonnenfeld, and D. Srinivasan, “Does CEO Charisma Matter?” Academy of Management Journal 49, no. 1 (2006): 161–74.

103. M. C. Bligh, J. C. Kohles, C. L. Pearce, J. E. Justin, and J. F. Stovall, “When the Romance Is Over.”

104. B. Schyns, J. Felfe, and H. Blank, “Is Charisma Hyper-Romanticism?”

105. M. Van Vugt and B. R. Spisak, “Sex Differences in the Emergence of Leadership during Competitions within and between Groups,” Psychological Science 19, no. 9 (2008): 854–8.

106. R. E. Silverman, “Who’s the Boss? There Isn’t One,” The Wall Street Journal, June 20, 2012, B1, B8.

107. See, for instance, L. Pedraja-Rejas, “The Importance of Leadership in the Knowledge Economy,” Interciencia 40, no. 10 (2015): 654.

108. L. A. Hambley, T. A. O’Neill, and T. J. B. Kline, “Virtual Team Leadership: The Effects of Leadership Style and Communication Medium on Team Interaction Styles and Outcomes,” Organizational Behavior and Human Decision Processes 103, no. 1 (2007): 1–20; and B. J. Avolio and S. S. Kahai, “Adding the ‘E’ to E-Leadership: How It May Impact Your Leadership,” Organizational Dynamics 31, no. 4 (2003): 325–38.

109. S. J. Zaccaro and P. Bader, “E-Leadership and the Challenges of Leading E-Teams: Minimizing the Bad and Maximizing the Good,” Organizational Dynamics 31, no. 4 (2003): 381–85.

110. C. E. Naquin and G. D. Paulson, “Online Bargaining and Interpersonal Trust,” Journal of Applied Psychology 88, no. 1 (2003), 113–20.

1. B. Oc, M. R. Bashshur, and C. Moore, “Speaking Truth to Power: The Effect of Candid Feedback on How Individuals with Power Allocate Resources,” Journal of Applied Psychology 100, no. 2 (2015): 450–63.

2. E. Landells and S. L. Albrecht, “Organizational Political Climate: Shared Perceptions about the Building and Use of Power Bases,” Human Resource Management Review 23, no. 4 (2013): 357–65; P. Rylander, “Coaches’ Bases of Power: Developing Some Initial Knowledge of Athletes’ Compliance with Coaches in Team Sports,” Journal of Applied Sport Psychology 27, no. 1 (2015): 110–21; and G. Yukl, “Use Power Effectively,” in Handbook of Principles of Organizational Behavior, ed. E. A. Locke (Malden, MA: Blackwell, 2004), 242–47.

3. See, for example, O. Baumann and N. Stieglitz, “Rewarding Value-Creating Ideas in Organizations: The Power of Low-Powered Incentives,” Strategic Management Journal 35, no. 3 (2014): 358–75.

4. S. R. Giessner and T. W. Schubert, “High in the Hierarchy: How Vertical Location and Judgments of Leaders’ Power Are Interrelated,” Organizational Behavior and Human Decision Processes 104, no. 1 (2007): 30–44.

5. S. Perman, “Translation Advertising: Where Shop Meets Hip Hop,” Time, August 30, 2010, http://content.time.com/time/magazine/article/0,9171,2011574,00.html.

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7. M. C. J. Caniels and A. Roeleveld, “Power and Dependence Perspectives on Outsourcing Decisions,” European Management Journal 27, no. 6 (2009): 402–17; and R.-J. B. Jean, D. Kim, and R. S. Sinkovics, “Drivers and Performance Outcomes of Supplier Innovation Generation in Customer-Supplier Relationships: The Role of Power-Dependence,” Decision Sciences 43, no. 6 (2012): 1003–38.

8. R.S. Burt, M. Kilduff, and S. Tasselli, “Social Network Analysis: Foundations and Frontiers on Advantage,” Annual Review of Psychology 64 (2013): 527–47; M. A. Carpenter, M. Li, and H. Jiang, “Social Network Research in Organizational Contexts: A Systematic Review of Methodological Issues and Choices,” Journal of Management 38, no. 4 (2012): 1328–61; and M. Kilduff and D. J. Brass, “Organizational Social Network Research: Core Ideas and Key Debates,” Academy of Management Annals 4 (2010): 317–57.

9. J. Gehman, L. K. Treviño, and R. Garud, “Values Work: A Process Study of the Emergence and Performance of Organizational Values Practices,” Academy of Management Journal 56, no. 1 (2013): 84–112.

10. J. Battilana and T. Casciaro, “Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change,” Academy of Management Journal 55, no. 2 (2012): 381–98.

11. S. M. Soltis, F. Agneessens, Z. Sasovova, and G. Labianca, “A Social Network Perspective on Turnover Intentions: The Role of Distributive Justice and Social Support,” Human Resource Management 52, no. 4 (2013): 561–84.

12. R. Kaše, Z. King, and D. Minbaeva, “Using Social Network Research in HRM: Scratching the Surface of a Fundamental Basis of HRM,” Human Resource Management 52, no. 4 (2013): 473–83; R. Cross and L. Prusak, “The People Who Make Organizations Go—Or Stop,” Harvard Business Review, June 2002, https://hbr.org/2002/06/the-people-who-make-organizations-go-or-stop.

13. See, for example, D. M. Cable and T. A. Judge, “Managers’ Upward Influence Tactic Strategies: The Roll of Manager Personality and Supervisor Leadership Style,” Journal of Organizational Behavior 24, no. 2 (2003): 197–214; M. P. M. Chong, “Influence Behaviors and Organizational Commitment: A Comparative Study,” Leadership and Organization Development Journal 35, no. 1 (2014): 54–78; and M. Lewis-Duarte and M. C. Bligh, “Agents of ‘Influence’: Exploring the Usage, Timing, and Outcomes of Executive Coaching Tactics,” Leadership & Organization Development Journal 33, nos. 3–4 (2012): 255–81.

14. G. R. Ferris, W. A. Hochwarter, C. Douglas, F. R. Blass, R. W. Kolodinksy, and D. C. Treadway, “Social Influence Processes in Organizations and Human Resource Systems,” in Research in Personnel and Human Resources Management, vol. 21, eds. G. R. Ferris and J. J. Martocchio (Oxford, UK: JAI Press/Elsevier, 2003), 65–127; C. A. Higgins, T. A. Judge, and G. R. Ferris, “Influence Tactics and Work Outcomes: A Meta-Analysis,” Journal of Organizational Behavior 24, no. 1 (2003): 89–106; and M. Uhl-Bien, R. E. Riggio, K. B. Lowe, and M. K. Carsten, “Followership Theory: A Review and Research Agenda,” Leadership Quarterly 25, no. 1 (2004): 83–104.

15. M. P. M. Chong, “Influence Behaviors and Organizational Commitment: A Comparative Study.”

16. R. E. Petty and P. Briñol, “Persuasion: From Single to Multiple to Metacognitive Processes,” Perspectives on Psychological Science 3, no. 2 (2008): 137–47.

17. J. Badal, “Getting a Raise from the Boss,” The Wall Street Journal, July 8, 2006, B1, B5.

18. M. P. M. Chong, “Influence Behaviors and Organizational Commitment: A Comparative Study.”

19. Ibid.

20. O. Epitropaki and R. Martin, “Transformational-Transactional Leadership and Upward Influence: The Role of Relative Leader–Member Exchanges (RLMX) and Perceived Organizational Support (POS), Leadership Quarterly 24, no. 2 (2013): 299–315.

21. A. W. Kruglanski, A. Pierro, and E. T. Higgins, “Regulatory Mode and Preferred Leadership Styles: How Fit Increases Job Satisfaction,” Basic and Applied Social Psychology 29, no. 2 (2007): 137–49; and A. Pierro, L. Cicero, and B. H. Raven, “Motivated Compliance with Bases of Social Power,” Journal of Applied Social Psychology 38, no. 7 (2008): 1921–44.

22. G. Yukl, P. P. Fu, and R. McDonald, “Cross-Cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change,” Applied Psychology: An International Review 52, no. 1 (2003): 66–82; and P. P. Fu, T. K. Peng, J. C. Kennedy, and G. Yukl, “Examining the Preferences of Influence Tactics in Chinese Societies: A Comparison of Chinese Managers in Hong Kong, Taiwan, and Mainland China,” Organizational Dynamics 33, no. 1 (2004): 32–46.

23. C. J. Torelli and S. Shavitt, “Culture and Concepts of Power,” Journal of Personality and Social Psychology 99, no. 4 (2010): 703–23.

24. P. P. Fu, T. K. Peng, J. C. Kennedy, and G. Yukl, “Examining the Preferences of Influence Tactics in Chinese Societies: A Comparison of Chinese Managers in Hong Kong, Taiwan, and Mainland China.”

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29. M. Pitesa and S. Thau, “Masters of the Universe: How Power and Accountability Influence Self-Serving Decisions under Moral Hazard,” Journal of Applied Psychology 98, no. 3 (2013): 550–58; N. J. Fast, N. Sivanathan, D. D. Mayer, and A. D. Galinsky, “Power and Overconfident Decision-Making,” Organizational Behavior and Human Decision Processes 117, no. 2 (2012): 249–60; and M. J. Williams, “Serving the Self from the Seat of Power: Goals and Threats Predict Leaders’ Self-Interested Behavior,” Journal of Management 40, no. 5 (2014): 1365–95.

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36. Ibid.

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38. R. Ilies, N. Hauserman, S. Schwochau, and J. Stibal, “Reported Incidence Rates of Work-Related Sexual Harassment in the United States: Using Meta-Analysis to Explain Reported Rate Disparities,” Personnel Psychology 56, no. 3 (2003): 607–31; and G. Langer, “One in Four U.S. Women Reports Workplace Harassment,” ABC News, November 16, 2011, http://abcnews.go.com/blogs/politics/2011/11/one-in-four-u-s-women-reports-workplace-harassment/.

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41. G. R. Ferris, D. C. Treadway, R. W. Kolokinsky, W. A. Hoch-warter, C. J. Kacmar, and D. D. Frink, “Development and Validation of the Political Skill Inventory,” Journal of Management 31, no. 1 (2005): 126–52.

42. A. Pullen and C. Rhodes, “Corporeal Ethics and the Politics of Resistance in Organizations,” Organization 21, no. 6 (2014): 782–96.

43. G. R. Ferris and W. A. Hochwarter, “Organizational Politics,” in APA Handbook of Industrial and Organizational Psychology, vol. 3, ed. S. Zedeck (Washington, DC: American Psychological Association, 2011), 435–59.

44. D. A. Buchanan, “You Stab My Back, I’ll Stab Yours: Management Experience and Perceptions of Organization Political Behavior,” British Journal of Management 19, no. 1 (2008): 49–64.

45. M. A. Finkelstein and L. A. Penner, “Predicting Organizational Citizenship Behavior: Integrating the Functional and Role Identity Approaches,” Social Behavior and Personality 32, no. 4 (2004): 383–98; and J. Schwarzwald, M. Koslowsky, and M. Allouf, “Group Membership, Status, and Social Power Preference,” Journal of Applied Social Psychology 35, no. 3 (2005): 644–65.

46. See, for example, J. Walter, F. W. Kellermans, and C. Lechner, “Decision Making within and between Organizations: Rationality, Politics, and Alliance Performance,” Journal of Management 38, no. 5 (2012): 1582–610.

47. G. R. Ferris, D. C. Treadway, P. L. Perrewé, R. L. Grouer, C. Douglas, and S. Lux, “Political Skill in Organizations.”

48. J. Shi, R. E. Johnson, Y. Liu, and M. Wang, “Linking Subordinate Political Skill to Supervisor Dependence and Reward Recommendations: A Moderated Mediation Model,” Journal of Applied Psychology 98, no. 2 (2013): 374–84.

49. W. A. Gentry, D. C. Gimore, M. L. Shuffler, and J. B. Leslie, “Political Skill as an Indicator of Promotability among Multiple Rater Sources,” Journal of Organizational Behavior 33, no. 1 (2012): 89–104; and I. Kapoutsis, A. Paplexandris, A. Nikolopoulous, W. A. Hochwarter, and G. R. Ferris, “Politics Perceptions as a Moderator of the Political Skill-Job Performance Relationship: A Two-Study, Cross-National, Constructive Replication,” Journal of Vocational Behavior 78, no. 1 (2011): 123–35.

50. M. Abbas, U. Raja, W. Darr, and D. Bouckenooghe, “Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance,” Journal of Management 40, no. 7 (2014): 1813–30; and C. C. Rosen, D. L. Ferris, D. J. Brown, and W.-W. Yen, “Relationships among Perceptions of Organizational Politics (POPs), Work Motivation, and Salesperson Performance,” Journal of Management and Organization 21, no. 2 (2015): 203–16.

51. See, for example, M. D. Laird, P. Harvey, and J. Lancaster, “Accountability, Entitlement, Tenure, and Satisfaction in Generation Y,” Journal of Managerial Psychology 30, no. 1 (2015): 87–100; J. M. L. Poon, “Situational Antecedents and Outcomes of Organizational Politics Perceptions,” Journal of Managerial Psychology 18, no. 2 (2003): 138–55; and K. L. Zellars, W. A. Hochwarter, S. E. Lanivich, P. L. Perrewe, and G. R. Ferris, “Accountability for Others, Perceived Resources, and Well Being: Convergent Restricted Non-Linear Results in Two Samples,” Journal of Occupational and Organizational Psychology 84, no. 1 (2011): 95–115.

52. J. Walter, F. W. Kellermanns, and C. Lechner, “Decision Making within and between Organizations: Rationality, Politics, and Alliance Performance,” Journal of Management 38, no. 5 (2012): 1582–610.

53. W. A. Hochwarter, C. Kiewitz, S. L. Castro, P. L. Perrewé, and G. R. Ferris, “Positive Affectivity and Collective Efficacy as Moderators of the Relationship between Perceived Politics and Job Satisfaction,” Journal of Applied Social Psychology 33, no. 5 (2003): 1009–35; and C. C. Rosen, P. E. Levy, and R. J. Hall, “Placing Perceptions of Politics in the Context of Feedback Environment, Employee Attitudes, and Job Performance,” Journal of Applied Psychology 91, no. 1 (2006): 211–30.

54. S. Aryee, Z. Chen, and P. S. Budhwar, “Exchange Fairness and Employee Performance: An Examination of the Relationship between Organizational Politics and Procedural Justice,” Organizational Behavior and Human Decision Processes 94, no. 1 (2004): 1–14.

55. M. C. Andrews, L. A. Witt, and K. M. Kacmar, “The Interactive Effects of Organizational Politics and Exchange Ideology on Manager Ratings of Retention,” Journal of Vocational Behavior 62, no. 2 (2003): 357–69.

56. O. J. Labedo, “Perceptions of Organisational Politics: Examination of the Situational Antecedent and Consequences among Nigeria’s Extension Personnel,” Applied Psychology: An International Review 55, no. 2 (2006): 255–81.

57. K. M. Kacmar, M. C. Andrews, K. J. Harris, and B. Tepper, “Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill,” Journal of Business Ethics 115, no. 1 (2013): 33–44.

58. Ibid.

59. K. M. Kacmar, D. G. Bachrach, K. J. Harris, and S. Zivnuska, “Fostering Good Citizenship through Ethical Leadership: Exploring the Moderating Role of Gender and Organizational Politics,” Journal of Applied Psychology 96, no. 3 (2011): 633–42.

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62. L. A. McFarland, A. M. Ryan, and S. D. Kriska, “Impression Management Use and Effectiveness across Assessment Methods,” Journal of Management 29, no. 5 (2003): 641–61; C. A. Higgins and T. A. Judge, “The Effect of Applicant Influence Tactics on Recruiter Perceptions of Fit and Hiring Recommendations: A Field Study,” Journal of Applied Psychology 89, no. 4 (2004): 622–32; and W. C. Tsai, C.-C. Chen, and S. F. Chiu, “Exploring Boundaries of the Effects of Applicant Impression Management Tactics in Job Interviews,” Journal of Management 31, no. 1 (2005): 108–25.

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66. J. D. Westphal and I. Stern, “Flattery Will Get You Everywhere (Especially If You Are a Male Caucasian): How Ingratiation, Boardroom Behavior, and Demographic Minority Status Affect Additional Board Appointments of U.S. Companies,” Academy of Management Journal 50, no. 2 (2007): 267–88.

67. Y. Liu, G. R. Ferris, J. Xu, B. A. Weitz, and P. L. Perrewé, “When Ingratiation Backfires: The Role of Political Skill in the Ingratiation-Internship Performance Relationship,” Academy of Management Learning & Education 13, no. 4 (2014): 569–86.

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69. J. L. T. Leong, M. H. Bond, and P. P. Fu, “Perceived Effectiveness of Influence Strategies in the United States and Three Chinese Societies,” International Journal of Cross Cultural Management 6, no. 1 (2006): 101–20.

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1. See, for instance, D. Tjosvold, A. S. H. Wong, and N. Y. F. Chen, “Constructively Managing Conflicts in Organizations,” Annual Review of Organizational Psychology and Organizational Behavior 1 (2014): 545–68; and M. A. Korsgaard, S. S. Jeong, D. M. Mahony, and A. H. Pitariu, “A Multilevel View of Intragroup Conflict,” Journal of Management 34, no. 6 (2008): 1222–52.

2. J. Farh, C. Lee, and C. I. C. Farh, “Task Conflict and Team Creativity: A Question of How Much and When,” Journal of Applied Psychology 95, no. 6 (2010): 1173–80.

3. B. H. Bradley, B. F. Postlethwaite, A. C. Klotz, M. R. Hamdani, and K. G. Brown, “Reaping the Benefits of Task Conflict in Teams: The Critical Role of Team Psychological Safety Climate,” Journal of Applied Psychology 97, no. 1 (2012), 151–58.

4. S. Benard, “Cohesion from Conflict: Does Intergroup Conflict Motivate Intragroup Norm Enforcement and Support for Centralized Leadership?” Social Psychology Quarterly 75, no. 2 (2012): 107–30.

5. G. A. Van Kleef, W. Steinel, and A. C. Homan, “On Being Peripheral and Paying Attention: Prototypicality and Information Processing in Intergroup Conflict,” Journal of Applied Psychology 98, no. 1 (2013): 63–79.

6. R. S. Peterson and K. J. Behfar, “The Dynamic Relationship between Performance Feedback, Trust, and Conflict in Groups: A Longitudinal Study,” Organizational Behavior and Human Decision Processes 92, nos. 1–2 (2003): 102–12.

7. T. M. Glomb and H. Liao, “Interpersonal Aggression in Work Groups: Social Influence, Reciprocal, and Individual Effects,” Academy of Management Journal 46, no. 4 (2003): 486–96; and V. Venkataramani and R. S. Dalal, “Who Helps and Harms Whom? Relational Aspects of Interpersonal Helping and Harming in Organizations,” Journal of Applied Psychology 92, no. 4 (2007): 952–66.

8. R. Friedman, C. Anderson, J. Brett, M. Olekalns, N. Goates, and C. C. Lisco, “The Positive and Negative Effects of Anger on Dispute Resolution: Evidence from Electronically Mediated Disputes,” Journal of Applied Psychology 89, no. 2 (2004): 369–76.

9. J. S. Chun and J. N. Choi, “Members’ Needs, Intragroup Conflict, and Group Performance,” Journal of Applied Psychology 99, no. 3 (2014): 437–50.

10. See, for instance, J. R. Curhan, “What Do People Value When They Negotiate? Mapping the Domain of Subjective Value in Negotiation,” Journal of Personality and Social Psychology 91, no. 3 (2006): 117–26; and N. Halevy, E. Chou, and J. K. Murnighan, “Mind Games: The Mental Representation of Conflict,” Journal of Personality and Social Psychology 102, no. 1 (2012): 132–48.

11. A. M. Isen, A. A. Labroo, and P. Durlach, “An Influence of Product and Brand Name on Positive Affect: Implicit and Explicit Measures,” Motivation and Emotion 28, no. 1 (2004): 43–63.

12. Ibid.

13. C. Montes, D. Rodriguez, and G. Serrano, “Affective Choice of Conflict Management Styles,” International Journal of Conflict Management 23, no. 1 (2012): 6–18.

14. See, for example, R. Troetschel and P. M. Gollwitzer, “Implementation Intentions and the Willful Pursuit of Prosocial Goals in Negotiations,” Journal of Experimental Social Psychology 43, no. 4 (2007): 579–98.

15. See P. Badke-Schaub, G. Goldschmidt, and M. Meijer, “How Does Cognitive Conflict in Design Teams Support the Development of Creative Ideas?” Creativity and Innovation Management 19, no. 2 (2010): 119–33; and Z. Ma, A. Erkus, and A. Tabak, “Explore the Impact of Collectivism on Conflict Management Styles: A Turkish Study,” International Journal of Conflict Management 21, no. 2 (2010): 169–85.

16. L. A. DeChurch, J. R. Mesmer-Magnus, and D. Doty, “Moving beyond Relationship and Task Conflict: Toward a Process-State Perspective,” Journal of Applied Psychology 98, no. 4 (2013): 559–78.

17. G. Todorova, J. B. Bear, and L. R. Weingart, “Can Conflict Be Energizing? A Study of Task Conflict, Positive Emotions, and Job Satisfaction,” Journal of Applied Psychology 99, no. 3 (2014): 451–67.

18. B. A. Nijstad and S. C. Kaps, “Taking the Easy Way Out: Preference Diversity, Decision Strategies, and Decision Refusal in Groups,” Journal of Personality and Social Psychology 94, no. 5 (2008), pp. 860–870.