Knowledge that Transforms

-an organizing approach that enables sustained engagement among heterogeneous actors under conditions of complexity, uncertainty, and evaluative heterogeneity. Community weaving combines a central coordinating architecture with semiautonomous substructures that support partial alignment around a multivocal shared purpose while enabling distributed, locally meaningful action. Rather than resolving tensions in stakeholder goals, values, and priorities, the initiative sustains participation by recursively reworking persistent tensions as it grows. Our model and theorizing advance research on organizing for social impact by showing how collaboration can be maintained without full convergence or centralized control. In doing so, we shift attention from consensus and governance toward partial alignment, multivocality, and recursive coordination as mechanisms for sustaining collective action in complex social systems. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

¯ = .63). Training sample configuration also influenced psychometric properties, such that training on a mixed sample of honest and motivated responses yielded the best results. Finally, AI-generated responses (fully synthetic and human-AI hybrid) received scores that varied considerably across models, though they typically were higher than human scores. However, a customized algorithm accurately differentiated human from AI responses with near-perfect accuracy (across seven large language models and for humans using AI), with only a 1% false positive rate. Collectively, these findings suggest that open-ended personality assessments, when paired with natural language processing scoring, have potential to offer a scalable, more faking-resistant approach to personality assessment. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Leader gratitude expressions are widely viewed as a powerful tool to build relationships with and foster the well-being of followers. The present research moves beyond the impact of that gratitude to address whether and how leader gratitude spreads beyond immediate subordinates to influence others throughout the organizational hierarchy. Existing perspectives suggest that leader behaviors may spread via behavioral imitation or emotional contagion, yet gratitude-an appraisal-dependent emotion-likely requires distinct cognitive processes to propagate. Integrating gratitude research with social information processing theory (Salancik & Pfeffer, 1978), we propose a novel pathway of gratitude trickle-down effects, grateful attention, defined as the allocation of attention toward gratitude-inducing stimuli in the workplace, including interpersonal and environmental cues. We argue that witnessing leader gratitude expressions shapes followers' attentional deployment, increasing followers' recognition of benefaction events and promoting their own gratitude expressions, which subsequently improves the quality of their relationships with coworkers. Across two preregistered field studies and a preregistered yoked experimental causal chain study, we competitively test grateful attention alongside social learning (leader emulation) and emotional contagion (felt gratitude). Results consistently demonstrate that grateful attention uniquely transmits the cascading effects of leader gratitude expressions beyond traditional behavioral and emotional explanations. These findings advance theory by identifying an information processing function of gratitude and clarify how leader gratitude expressions can catalyze the spread of gratitude throughout organizations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Research on interpersonal emotion regulation has illuminated how leaders can use four interpersonal emotion management (IEM) strategies-situation modification, cognitive change, attentional deployment, and modulating the emotional response-to help regulate subordinates' emotions and manage their work outcomes. However, this literature remains theoretically incomplete, because it has largely examined these strategies in isolation, overlooking the extent to which they coexist and interact in shaping subordinates' attributions and behaviors. To address this limitation, we adopt a person-centered approach to examine how leaders combine IEM strategies in distinct dyadic patterns (i.e., profiles) within leader-subordinate relationships. Drawing on the social role framework of interpersonal affect regulation and attribution theory, we further investigate the antecedents and outcomes of these patterns. Across four studies, we identify five stable dyadic IEM patterns-adaptive, moderate, inactive, pragmatic, and moderate-pragmatic-with the first four patterns emerging consistently across all four studies, and all five patterns emerging in three of the studies. We find these patterns are distinguished by dyadic-level leader IEM motives (i.e., coaching, compassion, and instrumentality motives) and are associated with distinct subordinate behavioral responses, such as organizational citizenship behavior and interaction avoidance toward the leader. Given the widely acknowledged prevalence and significance of emotions in the workplace, these findings have vital implications for theory and practice on IEM within organizations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Most interventions aimed at reducing hiring discrimination focus on eliminating people's biases through diversity training, yet such approaches have achieved limited success. Drawing on social information processing theory, we propose a novel choice architecture intervention, diverse defaults, which involves preselecting a demographically diverse set of candidates. We theorize that diverse defaults function as social information, signaling organizational expectations for diversity in the hiring context. Four experiments reported in the main text and six in the supplement found that decision makers chose more women and ethnic minority candidates when a diverse set of candidates was preselected by default than when no candidates were preselected. A mini meta-analysis across all studies showed that this effect held even when decision makers did not retain the default options. That is, even if decision makers chose a different set of options than those preselected, they still chose more diverse candidates than in the control condition, indicating that the diverse default effect operates through perceptions of normative expectations rather than simple inertia (i.e., simply choosing the default options without making any adjustments). Mediation analyses confirmed that diverse defaults increased hiring diversity through perceived organizational diversity expectation. The effect of perceived organizational diversity expectation on hiring diversity was stronger among decision makers with stronger stereotypes, indicating that these perceptions are particularly influential when they are inconsistent with decision makers' preexisting biases. Overall, this research identifies a choice architecture intervention that can promote diversity in hiring without explicitly mentioning diversity, discrimination, gender, race, or related concepts. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

= 200,732), we meta-analytically assess whether TFL's foundational assumptions of generalizability hold or whether its use and effectiveness depend on broader contextual features. Results show that while TFL continues to positively predict attitudinal (e.g., commitment, trust) and performance (e.g., task, creative) outcomes, significant contextual differences exist. Specifically, TFL levels and effects vary by occupational (i.e., leader position and job type), cultural, and temporal contexts, with mixed support for compensation versus congruence perspectives. Notably, moderator effects vary across outcome domains, with occupational and cultural moderators exerting stronger effects on attitudinal outcomes than on performance outcomes. These patterns suggest that the mechanisms underlying TFL effects differ across outcome domains and challenge the assumption that transformational leaders universally motivate followers to go beyond expectations. These findings extend TFL theory by clarifying its boundary conditions and highlighting the importance of integrating omnibus contextual features into TFL models. Practically, our study informs evidence-based leadership development by underscoring that transformational approaches are not universally applicable and require contextual tailoring to maximize their effectiveness. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

lowered communality by their peers; these perceptions, in turn, are theorized to be associated with greater levels of victimization and lower levels of received task- and person-focused help from teammates. Across two multisource studies comprised of 826 individuals nested within 140 work groups, utilizing objective cognitive ability ratings and a mixture of round robin and self-report data, results demonstrated the detrimental interpersonal ramifications associated with higher cognitive ability for women but not for men. Our results paint an important, and difficult, picture for higher cognitive ability women, highlighting several theoretical issues that warrant further investigation and practical challenges to be addressed by organizations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Previous literature on commute demands, or the presence of stressors during a commute, has largely concluded that affective processes do not account for the impact of commuting on employees' work behavior. In this article, we challenge this conclusion by showing that when the specific affective state aligned with the distinctive characteristics of commute demands is identified, it spills over into counterproductive work behaviors. Based on core affect theory (Russell, 2003), we propose that commute demands are specifically linked to irritability, a negative, high-arousal affective state without a clear, identifiable cause. We further posit that elevated morning irritability will be associated with higher levels of interpersonal counterproductive work behaviors during the workday. In a field-experimental experience sampling study, where we captured naturally occurring commute demands daily, we found support for these relationships. Further, we consider two interventions, listening to relaxing music and perspective taking, to weaken the indirect effect of commute demands on interpersonal counterproductive work behaviors via irritability. We found evidence that listening to relaxing music after commuting to work weakens the positive association between commute demands and irritability. Overall, these findings show that in contrast to previous assertions, demanding commutes spill into negative affective states and, in turn, to behaviors at work. However, there is a quick, low-cost way to mitigate these associations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Authenticity has been promoted for millennia; the modern workplace is no exception. Organizations, too, may espouse an authenticity ideology-encouraging employees to "be themselves" to achieve success. The espousal of such an ideology might be intended to signal identity safety, particularly to stigmatized job seekers. Instead, however, we propose that an espoused authenticity ideology may ironically frustrate and repel those who experience the most stigma. Across six experiments, we find that stigma in professional settings increases the tendency to view adhering to an espoused authenticity ideology-that is, engaging in authentic behavior-as risky, which prompts frustration and undermines attraction toward organizations that promote such an ideology. Further evincing our theoretical model, organizations that provide an evidence-based identity-safety cue can promote an authenticity ideology without triggering backlash from job seekers higher in stigma. This work contributes to the literature on authenticity and identity safety and offers practical implications for organizational messaging, particularly communications aimed at recruiting underrepresented or stigmatized employees. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

> 2,000). Convergent results demonstrated that within-person changes in job satisfaction were positively related to subsequent changes in conscientiousness and emotional stability, and increases in these two traits were associated with subsequent increases in job satisfaction. Sample characteristics and job contexts moderated the within-person relationships between job satisfaction and personality traits. The magnitudes of the socialization effects of job satisfaction on personality traits and the selection effects of personality traits on job satisfaction evolved in an inverted U-shaped manner across long and intermediate timescales. Our findings highlight reciprocal within-person relationships between job satisfaction and personality traits and the important role of time in shaping these effects. (PsycInfo Database Record (c) 2026 APA, all rights reserved).