Knowledge that Transforms

= 2,898) equally comprised of formally diagnosed autistic individuals, self-identified autistic individuals, and allistic (i.e., nonautistic) individuals matched across several individual differences. Our findings suggested that preemployment personality tests may disadvantage both formally diagnosed and self-identified autistic individuals, not due to measurement noninvariance, but because of substantial mean trait differences likely leading to adverse impact, particularly with the traits of extraversion and conscientiousness. We largely replicated these findings across subsamples by regions of residence and a supplemental sample from the same platform, which also linked extraversion and conscientiousness with employment status. While we are not calling for a stoppage in the use of these tests, there is a need to evaluate how they are used in selection contexts to ensure fairness for autistic individuals. (PsycInfo Database Record

are used as selection tools, women end up being underrepresented. Moreover, selection systems with particular (and not uncommon) attributes result in a workforce that is not only mostly male but also inferior with regard to expected job performance. We suggest solutions that lessen the impact of greater male variability on selection-related decisions. Finally, we discuss the implications of our findings for gender disparities in promotion and career progression, the gender wage gap, and other related topics. (PsycInfo Database Record

= 263), we replicate these results and identify one additional profile. Further, in Study 2, we find that daily fluctuation in profile membership is shaped by morning expectations about time affluence, time control, and economic mindsets. We also show that profile membership is associated with daily workplace outcomes, including task performance, collaboration, and withdrawal behavior. By demonstrating the variability and impact of state-level temporal focus profiles, this research advances our understanding of temporal focus in organizational contexts and sets the stage for future research in this area. (PsycInfo Database Record

While prior research has established that negative gossip can reinforce behavioral norms by deterring inappropriate conduct, these findings have largely been limited to the individual level. Accordingly, it remains unclear how gossip influences team norms at the team level-specifically, whether it continues to reinforce team norms against inappropriate conduct, as suggested by individual-level findings, or instead may backfire to erode such norms. Integrating the social network perspective with behavioral regulation theory, we propose competing hypotheses about how team-level gossip shapes proscriptive team norms, which serve to deter harmful behaviors that team members should not engage in: a norm-reinforcing effect and a norm-eroding effect. We conceptualize team-level gossip through both its prevalence (network density) and its distribution (network reciprocity and centralization). We further propose that gossip prevalence and distribution interact in predicting proscriptive team norms. We conducted a multiwave, multisource, round-robin study of 104 work teams with 1,344 team members and 104 supervisors. Contrary to the norm-reinforcing effect commonly shown in individual-level studies, our findings support a norm-eroding effect at the team level. Specifically, gossip density was associated with weakened proscriptive team norms, which in turn predicted increased proscription-based behavior-namely, team counterproductive work behavior. Furthermore, this norm-eroding effect of gossip density on team norms and counterproductive work behavior was amplified in teams with higher levels of gossip reciprocity or lower levels of gossip centralization. We conclude by discussing the theoretical and practical implications of our findings. (PsycInfo Database Record

The Israel-Hamas war is a protracted high-strength event, marked by peaks of conflict and sustained tension, that tests how leaders function in a context with competing national interests, moral strain, and wide-reaching human and political consequences. Guided by event system theory and ethics of care leadership (ECL), we track how members of the Israeli Knesset express their leadership during this conflict. We analyze 5.2 million words spoken by 152 legislators across 140 Knesset plenary sessions over 16 months. Using natural language processing, we score and classify 4,143 discursive policy suggestions as constructive (repair oriented) or combative (zero sum). We find that (a) expression of ECL is associated with a higher likelihood of constructive suggestions, (b) women express more ECL than men, and (c) men's care expression rises during peak-strength months, narrowing-but not eliminating-the gender gap in ECL. These findings position ECL expression as both a stable orientation and a context-responsive discursive behavior, clarifying who is most likely to express ECL and when constructive suggestions are likely to emerge as event strength fluctuates. Results advance event system theory by specifying a morally grounded ECL response in high-strength contexts, and they inform practice by identifying care-led discourse as a lever for constructive policy during volatile times. (PsycInfo Database Record

Prevailing theories suggest that workplace needs are allocated by matching specific problems to specific coworkers-either by approaching those best suited to address a given issue or by approaching others based on interpersonal relationships and affect. Yet, in most workplaces, coworkers can identify a particular employee who seems to function as the "go-to" person across people and problems, a pattern that is difficult to explain through careful matching alone. Our work addresses this puzzle by examining how such roles can heuristically emerge and become concentrated on certain employees. Drawing on qualitative data, we argue that workplace go-tos can be a byproduct of repeated, everyday help-seeking decisions in which reliance on decision shortcuts leads some employees to become the disproportionate answer when coworkers ask themselves, "Who can help me with this?" Integrating research on heuristics in decision making, we propose that coworkers often rely on an imitate-the-successful shortcut, substituting the complex judgment of who is best positioned to help with the simpler question, "Who does the boss go to?" Over repeated decisions, this process may bias selection toward employees with strong leader-member exchange relationships, inadvertently casting them as go-tos. We argue that while this concentration of reliance should facilitate performance, it also creates conditions that wear employees down. We test these predictions across three studies-an experiment, a vignette-based decision task, and a field study with employee-coworker-supervisor triads. Our work introduces a new lens for understanding how important roles may emerge through cue-based, heuristic processes and complicates assumptions about the uniformly positive consequences of high-leader-member exchange relationships. (PsycInfo Database Record

Team goal orientation-that is, team members' desire for learning or performance (or both) in achievement settings-has been treated as a stable team characteristic with benefits and costs that are contingent on the teams' circumstances. From this view, team effectiveness is thought to be a function of a team possessing the "right" goal orientation in the "right" situation. However, because no single goal orientation is conducive to effective team functioning across the range of complex and changing circumstances that teams may face, a more fluid view of goal orientation may be helpful in understanding how goal orientation in teams may foster team adaptive performance. Specifically, we propose that teams whose work involves complexity and change may adapt more effectively as a result of leader-initiated shifts in goal orientation as circumstances evolve. To examine this possibility, we develop and examine the concept of leader ambidexterity in goal orientation-defined as a leader's capability to switch across different goal orientations in response to various situational demands. Using a scale measure we developed and validated for this research, we explore the role of leader ambidexterity in goal orientation as a predictor of team adaptive performance using field data from 79 teams at a premier U.S. military academy. We found that team adaptive performance was higher in teams whose leaders scored higher on ambidexterity in goal orientation. This effect was robust even when accounting for stable leader and team-level goal orientation variables. We discuss theoretical and practical implications of this work. (PsycInfo Database Record

Drawing on role transition theory, we examine the effects of project success-failure experiences on the development of leader mindsets and subsequent team performance outcomes, comparing different career transition and nontransition periods: (a) the transition from education to work, (b) the transition into a first formal leadership role, and (c) the nontransition period between these transitions. Using a decade-long field study of 132 team leaders in an East Asian fashion design company, we find that project success-failure experiences during the transition from education to work strongly predict the development of leaders' regulatory focus mindsets. Specifically, project success fosters a promotion focus mindset, while project failure fosters a prevention focus mindset. These mindsets, in turn, predict team outcomes: a promotion focus mindset enhances team creativity, while a prevention focus mindset improves routine performance. However, project success-failure experiences during the transition into a first leadership role do not exhibit similar effects. We discuss contributions to the leader development literature. (PsycInfo Database Record

Despite growing evidence that family life spills over into the workplace, little is known about how family rituals relate to employee behaviors at work. Drawing on interaction ritual chains theory, we develop a dual pathway-moderated mediation model linking family rituals to employee change-oriented behaviors. We propose that family rituals are positively associated with employee change-oriented behaviors via the resource pathway (emotional resources and vigor at work) but negatively associated with them via the motivation pathway (family identity salience and family motivation). Additionally, employees' need for social inclusion strengthened both mediation pathways. Results from a multisource, time-lagged survey of 465 employees and 240 supervisors supported our model. We discussed theoretical implications for the literature on family rituals and change-oriented behaviors, as well as practical implications for organizations and managers. (PsycInfo Database Record

Paid sick and family leave policies provide employees the right to request paid time-off for personal illness or family demands.Yet, they can be underutilized, and their effects show mixed results.Research has underaddressed the disconnect between formal and informal work-family support, clarifying the role of supervisors as contextual resources supporting paid leave.Integrating research on job demands-resources theory, family supportive supervisory behaviors, and work-family policies, we evaluated training designed to increase supervisors' leave supportive supervisor behaviors (LSSB), defined as supervisor behaviors perceived as encouraging employees to access, use, and value paid leave as a resource for managing nonwork time-off demands.We conducted a 6-month field study at two U.S. universities, with random assignment to training (N = 293 managers, 630 employees), and wait-list control conditions (N = 252 managers, 293 employees).The intervention included voluntary online training, behavior self-monitoring, and a webinar.Compared to the control organization, employees in the trained organization reported higher LSSB, greater family leave use, higher job satisfaction, and stronger organizational commitment.Results showed that the intervention was more beneficial for women (higher commitment), employees with childcare demands (higher job satisfaction, improved general health, higher sick leave use), and sandwiched (both child and older adult/ elder) caregivers (higher job satisfaction).Post hoc longitudinal analyses identified that the intervention increased supervisors' role modeling behaviors, which predicted higher employee job satisfaction and LSSB.We provide future implications on the criticality of pairing supervisor training with paid leave to strengthen supervisor support as a contextual resource to improve policy use, health, and work outcomes.