How employees learn to speak up from their leaders: Gender congruity effects in the development of voice self-efficacy.

Voice-or the expression of ideas, concerns, or opinions on work issues by employees-can help organizations thrive. However, we highlight that men and women differ in their voice self-efficacy, or the personal confidence in formulating and articulating work-related viewpoints. Such differences, we argue, can impede women's voice from emerging at work. Drawing on social cognitive theory (SCT), we propose that women tend to develop greater voice self-efficacy and thereby speak up more when they have the opportunity to observe female rather than male leaders speak up. Hence, we point to the potential absence of women leaders who can role model speaking up at work as a likely inhibiter of women's voice. Using data from a correlational field study involving 368 employees and their leaders from a variety of industries in India and an experimental study in an online panel of 546 US-based workers, we found support for our hypotheses. We discuss the implications of our research for theory and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Breaking the cycle of abusive supervision: How disidentification and moral identity help the trickle-down change course.

Studies show that abusive leader behaviors "trickle down" to lower organizational levels, but this research ignores that many abused supervisors do not perpetuate abuse by harming their own subordinates. Drawing on social-cognitive theory and related research, we suggest abused supervisors might defy rather than emulate their managers' abusive behavior. Specifically, we predicted that some abused supervisors-namely, those with strong moral identities-might in effect "change course" by engaging in less abuse or demonstrating ethical leadership with their subordinates to the extent they disidentify with their abusive managers. Across 2 experiments (n = 288 and 462 working adults, respectively) and a field study (n = 500 employees and their supervisors), we show that relations between manager abuse and supervisors' abusive and ethical behaviors were carried by supervisors' disidentification, and that the direct and indirect effects of manager abuse were stronger for supervisors with comparatively higher moral identity levels. We discuss our findings' implications and avenues for future research. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

What makes professors appear credible: The effect of demographic characteristics and ideological beliefs.

Five studies are conducted to examine how ideology and perceptions regarding gender, race, caste, and affiliation status affect how individuals judge researchers' credibility. Support is found for predictions that individuals judge researcher credibility according to their egalitarian or elitist ideologies and according to status cues including race, gender, caste, and university affiliation. Egalitarians evaluate low-status researchers as more credible than high-status researchers. Elitists show the opposite pattern. Credibility judgments affect whether individuals will interpret subsequent ambiguous events in accordance with the researcher's findings. Effects of diffuse status cues and ideological beliefs may be mitigated when specific status cues are presented to override stereotypes. (PsycINFO Database Record