Knowledge that Transforms

= 515) experimentally increased the stakes of survey administration to approximate a selection context. Mean differences by ADHD status were present on both work-specific and general items for global conscientiousness and most facets, even under high stakes. However, these results are qualified by findings of measurement noninvariance on general and work-specific conscientiousness facet measures, suggesting scale mean differences by ADHD status may be driven by item content rather than construct-level differences. Together, the findings reinforce a need for ongoing investigation into the implications of using conscientiousness assessments with neurodivergent people. (PsycInfo Database Record

supportive of the second outgroup than if they remained totally silent on both issues. We discuss implications for speaking up and remaining silent on injustices in the workplace. (PsycInfo Database Record

Recognizing the challenges that conflict poses, organizational researchers have invested considerable energy toward investigating the processes by which conflict occurs and spreads within a team. However, current theoretical frameworks of conflict contagion posit a static growth trajectory in which members become engaged in conflict and stay in conflict. While this trajectory is certainly possible, the broader conflict literature outside of the organizational sciences has shown evidence for a more varied set of potential trajectories of conflict contagion. To advance theory on team conflict, we integrate conflict research from micro-level (interpersonal) to macro-level (interstate) perspectives into a formal theory of intrateam conflict contagion. Drawing from conflict stage and social contagion theory, we theorize that team members move through three stages of conflict (disengaged, at-risk, engaged) at rates determined by four process mechanisms (faultlines, forgiveness, frustration, integration) such that disengaged individuals become at-risk of engaging in conflict, engage in conflict, then disengage, only to potentially become at risk of reengaging at a later point in time. Using computational modeling, we demonstrate the generative sufficiency of our theory to account for conflict trajectories observed in the broader conflict literature. To facilitate the interpretation of such trajectories, we present a typology of contagion trajectories, discuss the dynamic properties of these trajectories (e.g., stability, bifurcations), and provide implications for future theory building and practice. (PsycInfo Database Record

Boredom is an emotion that constantly fluctuates in employees of all ages and occupations. Here, we draw on functional theories of boredom and theories of emotion regulation to develop an episodic model of how boredom shapes employee attention and productivity over time. We argue that employees often suppress boredom at work to "power through" boring tasks and objectives, resulting in residual bouts of mind-wandering-and thus productivity deficits-during future performance episodes. However, following boredom on an initial task, the commencement of a subsequent task that employees perceive to be meaningful creates an attentional pull that breaks the link between boredom and future mind-wandering, preventing the effects of boredom from spilling over to inhibit future productivity. Study 1 draws on archival experience sampling data to test our hypotheses and examine whether boredom exhibits reciprocal relationships with mind-wandering and productivity over time. Study 2 uses an experimental design to determine whether boredom and task meaningfulness interact to exert a causal effect on future mind-wandering. Study 3 uses a time-separated single-day design to replicate Studies 1 and 2 and examine our contention that employees often suppress boredom at work which, rather than preventing the effects of boredom, puts them "on hold" until a later point in time. Our findings provide insight into how to mitigate the far-reaching effects of boredom at work; they also advance episodic accounts of emotions, attention, and performance in organizations. (PsycInfo Database Record

The present study outlines the development and initial validation of a conditional reasoning test for risk and incident propensity (CRT-RIP). Individuals carry with them a wide array of experiences, attitudes, and dispositions that may influence their proneness for risk-taking and incident involvement. Yet, measuring risk propensity has proven challenging due to the high levels of transparency found in the self-report measures that are presently available. We initially developed 28 conditional reasoning items to measure risk and incident propensity. With four developmental samples, we evaluated item characteristics. After applying item decision guidelines for conditional reasoning tests, we retained 14 items. Using three test samples and with the 14-item CRT-RIP, we assessed predictive and incremental validity over five-factor personality traits and an explicit, self-report measure of risk propensity. With one final sample, we provided further validation of the 14-item CRT-RIP. Findings demonstrate initial success in predicting various safety behaviors and outcomes. Ability to measure risk propensity and to predict safety behaviors is valuable because of the profound consequences that may proceed failure to enact safety behaviors including property damage, injury, illness, or even death. We discuss potential applications and suggest directions for future research. (PsycInfo Database Record

Differences in employee evaluations due to gender bias may be small in any given rating cycle, but they may accumulate to produce large disparities in the number of women and men promoted to the top of an organization. A highly cited simulation by Martell et al. (1996) demonstrates this cumulative advantage process in a multilevel organization. We replicated this simulation to uncover important details about its operating assumptions, and we extended the simulation to examine a range of variables that may impact the cumulative effects of gender bias. The replication revealed that the male cumulative advantage in the Martell et al. simulation requires (a) decades of typical promotion cycles to produce, (b) constant mean differences in the performance ratings of women and men but equal within-group variances, and (c) attrition that occurs randomly at a low and constant rate. Our extended simulation demonstrates that (a) cumulative effects of gender bias are higher when the attrition rate is lower, (b) gender biases are mitigated when attrition is more strongly associated with good or poor performance, and (c) the cumulative effects of mean gender differences in performance ratings can often be smaller than the cumulative effects of variance differences between gender subgroups. Results suggest that talent development and recognition of high performers might have a greater positive impact on female representation at top levels of a firm than programs aimed at reducing bias in employee evaluations. We encourage additional simulation work that further explores the dynamics of cumulative advantage in employment settings. (PsycInfo Database Record

Multiperspective frameworks, such as the social relations model, socioanalytic theory, the realistic accuracy model, the self-other knowledge asymmetry model, and the trait-reputation-identity model, have advanced understanding of personality over the last 40 years. Due to a resurgence of interest in multiperspective research on personality and other constructs in organizational psychology, we conducted an integrative conceptual review of these specific multirater frameworks and their application in work settings. Our review identifies similarities and differences in these frameworks and suggests that they collectively represent an invaluable resource for personality researchers and the broader field of organizational psychology. Through our review, we distinguish multiperspective frameworks from similar approaches (e.g., multirater designs), track the evolution of these frameworks, and leverage current applications of these frameworks to craft a future research agenda. Our review serves as a roadmap to help scholars apply multiperspective logic more thoroughly and systematically in personality research and beyond. We close with a discussion of practical implications. (PsycInfo Database Record

= 49,350) is (a) to test the relationship of psychopathy with task performance, organizational citizenship behavior, and counterproductive work behavior, (b) to differentiate the relationships of primary versus secondary psychopathy with these behaviors, and (c) to test for relevant moderating influences by actor- and target-/exchange-partner factors. In contrast to earlier significant but weak meta-analytic findings (O'Boyle et al., 2012), both meta-analytic overall effects and meta-analytic structural equation modeling suggest that psychopathy substantially reduces task performance and organizational citizenship behavior and enhances counterproductive work behavior. Compared to primary psychopathy, effects were mostly more pronounced for secondary psychopathy. Besides methodological factors, moderator analyses revealed relationships to vary by actor (age, organizational tenure, hierarchical level) but not by target. Together, these findings point toward new and relevant directions for future research on the effects of psychopathy in the workplace. (PsycInfo Database Record

Integrating insights from team hierarchy literature and shared leadership research, we propose and test a model that illuminates the positive and negative team processes through which shared leadership relates to team creativity. We use a social network lens to examine both shared leadership level (indexed by team density of informal leadership ties) and shared leadership concentration (indexed by team centralization of such ties). With a sample of 136 work teams and three waves of surveys, we found that shared leadership concentration weakens the positive effect of shared leadership level on team creativity. We explicated the positive and negative mediating roles played by team information elaboration and team status conflict, respectively. Our findings show that shared leadership concentration serves as an enabler or inhibitor on which mediating mechanism is at play, such that when shared leadership concentration is higher, there is a negative indirect effect of shared leadership level on team creativity via team status conflict. By contrast, when shared leadership concentration is lower, shared leadership level has a positive indirect effect on team creativity via team information elaboration. Our work provides nuanced insights into how to maximize the potential benefits of shared leadership in enhancing team creativity. (PsycInfo Database Record

Leadership scholars recognize that there is value in capturing how leaders view themselves and how they are viewed by others. Recently, the leadership Arena-Reputation-Identity (LARI) model has been advanced as a means of more precisely capturing the shared and unique perspectives that underlie multisource ratings of leadership. Despite its strengths, several critical questions pertaining to this model remain unanswered: (1) Does the wealth of information provided by the LARI model have any bearing on the effectiveness of a leader? (2) Does the amount of variance explained by a particular source within the LARI model depend on the observability of the leadership dimension being rated? (3) Does the LARI model generalize to the upper echelon of the firms (i.e., senior executives) while also accommodating additional source effects (i.e., board members)? Drawing on multisource ratings of 491 senior executives' leadership competencies, as well as a team-based assessment of their effectiveness, we first conceptually and empirically extend this Model 1 that can accommodate predictive relationships, that is, LARI (S-1) model, and then find that the LARI (S-1) model functions well as a means of conceptualizing multisource ratings of leadership (even in a distinct context and additional sources of ratings). We also find that the LARI (S-1) model captures a significant, and at times, substantial portion of variability in leader effectiveness. Our results also suggest that the extent to which a particular source of leadership ratings predicts a leader's effectiveness is based, in part, on the observability of the leadership dimension being assessed. Implications and future directions are discussed. (PsycInfo Database Record