Deaf readers use leftward information to read more efficiently: Evidence from eye tracking.

Little is known about how information to the left of fixation impacts reading and how it may help to integrate what has been read into the context of the sentence. To better understand the role of this leftward information and how it may be beneficial during reading, we compared the sizes of the leftward span for reading-matched deaf signers (n = 32) and hearing adults (n = 40) using a gaze-contingent moving window paradigm with windows of 1, 4, 7, 10, and 13 characters to the left, as well as a no-window condition. All deaf participants were prelingually and profoundly deaf, used American Sign Language (ASL) as a primary means of communication, and were exposed to ASL before age eight. Analysis of reading rates indicated that deaf readers had a leftward span of 10 characters, compared to four characters for hearing readers, and the size of the span was positively related to reading comprehension ability for deaf but not hearing readers. These findings suggest that deaf readers may engage in continued word processing of information obtained to the left of fixation, making reading more efficient, and showing a qualitatively different reading process than hearing readers.

How Can Organizational Leaders Help? Examining the Effectiveness of Leaders' Support During a Crisis.

Organizational leaders can make a large, positive impact on their employees during crises. However, existing research demonstrates that social support is not always effective in helping employees cope with stress, and existing research has not fully identified features of support attempts that determine their effectiveness. Using mixed methods, the authors investigate the efficacy of organizational leaders' support efforts during a crisis. In the first study, 571 employees (196 university administrative staff, 192 licensed nurses, and 183 licensed engineers) described actions their leaders engaged in to support them during a global pandemic. Nine themes differentiated helpful from unhelpful leadership support: autonomy, changes, communication, personal resources, safety, timing, tone, work equipment, and workload. Study 2 used a quantitative methodology (162 licensed nurses and 239 licensed engineers) to demonstrate that leadership actions employees deemed as helpful in Study 1 were associated with less employee burnout and fewer physical symptoms. Drawing from emerging social support literature and the stressor-strain model, the findings inform optimal leadership support practices during crises.