The effect of non-verbal mimicry on evaluations in interactions with cognitively (dis)similar individuals.

Non-verbal mimicry (i.e., being posturally similar by copying another person's body language) has been shown to increase evaluations of the mimicker. Concurrently, extensive research in social psychology has demonstrated a negative effect on interpersonal evaluations when one perceives others as cognitively dissimilar, often resulting in interpersonal conflicts. Across two experiments (Experiment 1: N = 159, Experiment 2: N = 144), we tested our hypotheses that mimicry, compared with no mimicry, will make mimickers come across as more likable and competent regardless of whether they were perceived as cognitively dissimilar or not (Experiment 1) and regardless of the extent to which they were perceived as cognitively dissimilar (Experiment 2). Broadly, we found support for our hypotheses, and via mediation sensitivity analyses, we found that the effect of mimicry, at least for likability, was mediated by participants' perceived personal similarity to the mimicker. Non-verbal mimicry may thus be one way of alleviating interpersonal conflicts via increasing perceptions of personal similarity regardless of initial cognitive dissimilarity.

Watching the mimickers: Mimicry and identity in observed interactions.

Mimicry enhances one's judgments of the mimicker when it is directed toward the self. However, often interactions do not involve only the participants; observers also judge people, and such judgments are influenced by social identities. So, does mimicry also have positive effects even on observers' evaluations of the mimicker? Furthermore, does that hold even if the mimicker is an out-group member? To answer these questions, we used two video experiments (N1 = 377; N2 = 670) to compare mimicry and neutral (no mimicry) interactions between two individuals who were primed to be in either the participant's in-group or out-group. In both studies, we found the expected negative out-group bias when participants observed the neutral interaction but only for competence-related variables. However, such biases were diminished in the mimicry condition, indicating that mimicry, even when it is merely observed and directed at someone else, may alter mimicker-related attitudes stemming from social identities. Our findings therefore contribute to the literature on reducing intergroup prejudice by demonstrating the behavior-based malleability of a negative out-group bias. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Employee green behaviour: How organizations can help the environment.

Organizations are intrinsically involved in climate change - both in its causes and its solutions - and there has been a growing interest in the microfactors and macrofactors that affect employee green behaviour. On an employee level, the literature stresses the importance of values and self-concordance. On an organizational level, in contrast, recent developments emphasize environmental dynamic capabilities, leadership and human resource management practices such as training. However, an interplay between such microfactors and macrofactors suggests that organizational initiatives do not work uniformly but depend on employees' environmentalism. We thus highlight the need for a dynamic systems perspective in researching all types of employee green behaviour in organizations.