Ed Sleebos

Similarity in friendship networks: Selection or influence? The effect of constraining contexts and non-visible individual attributes

Most research on similarity in friendship networks focuses on clearly visible individual attributes (i.e. attitudes and behaviors) in contexts where choices whom to befriend are relatively unconstrained. These studies often reveal that social selection rather than social influence is the dominant cause of similarity among friends. We argue that in a setting where social collaboration is crucial and friendship choices are more constrained, influence might be the main reason for similarity found among friends. In addition, we examined whether social categorization and peer control amplifies the social influence process among friends. Using a stochastic actor-based model for network dynamics, we analyzed a three-wave dataset of first year Royal Netherlands Naval College officer students on friendship formation and military discipline. The data supports our first hypothesis that students adjust their own military discipline to that of their friends. Contrary to our expectations, we did not find support for the idea that individuals adjust their discipline more to friends who are of the same military specialty, and neither more to friends who exert peer control. We elaborate on these findings in the discussion.

The Carrot and the Stick: Affective Commitment and Acceptance Anxiety as Motives for Discretionary Group Efforts by Respected and Disrespected Group Members

Previous research has demonstrated that intragroup respect can strengthen people’s commitment to the group and encourage them to exert themselves on behalf of it. In the present research, the authors argue that similar behavior can ensue from self-focused concerns when group members are disrespected. Experiment 1 (N = 174) confirms that high respect as well as low respect motivates people to increase their actual discretionary efforts on behalf of the group. These findings were replicated and extended in Experiment 2 (N = 138), where it was established that enhanced efforts only emerge when people consider the way they are evaluated by others as diagnostic for their position in the group. In addition, it is demonstrated that whereas the efforts of respected people were primarily motivated by affective commitment to the group (group-focused concerns), the behavior of disrespected people was driven by anxiety about their acceptance into the group (self-focused concerns).

Feeling Included and Valued: How Perceived Respect Affects Positive Team Identity and Willingness to Invest in the Team

Previous research has documented that intra‐group respect fosters individual engagement with work teams or organizations. The authors extend this work by empirically distinguishing between perceived inclusion of the self in the team and perceived value of the self for the team as separate psychological consequences of respect. Based on a social identity analysis, it is predicted that perceived inclusion facilitates the development of a positive team identity (how the individual feels about the team), while perceived value elicits the willingness to invest in the team (what the individual is willing to do for the team). Support for these predictions is obtained with structural equation modelling among two independent samples of professional soldiers working in military teams (n = 495). Reports of individual team members about positive team identity and willingness to invest in the team correlated with supervisor ratings of the teams action readiness.

Team-oriented leadership: the interactive effects of leader group prototypicality, accountability, and team identification

We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.

Beyond social exchange: Collectivism’s moderating role in the relationship between perceived organizational support and organizational citizenship behaviour

Perceived organizational support plays an important role in the social exchange relationship between the employee and the organization. We propose that individual differences in collectivism affect the extent to which employee–organization relationships are based on social exchange, and that therefore collectivism moderates the relationship between perceived organizational support and organizational citizenship behaviour. Results of a survey (N = 293) assessing perceived organizational support, collectivism, and supervisor ratings of organizational citizenship behaviour supported this hypothesis. We conclude that organizational citizenship behaviour originates from social exchange processes only among employees who construe the self in relatively individualistic terms.

License to Fail? How Leader Group Prototypicality Moderates the Effects of Leader Performance on Perceptions of Leadership Effectiveness

Leadership often serves as an explanatory category for performance outcomes (i.e., failure and success). This process can strengthen or weaken leadership effectiveness, because contingent on their performance leaders may gain or lose follower endorsement – the basis of leadership. Drawing on the social identity analysis of leadership, we hypothesized that leader group prototypicality and performance information interact to predict followers’ perceptions of leadership effectiveness. Because group prototypical leaders are more trusted by their followers, we hypothesized that group prototypical leaders are evaluated as more effective after failure information than non-prototypical leaders. In contrast, we predicted that both prototypical and non-prototypical leaders should receive similar evaluations of leadership effectiveness after success. We found support for our predictions in a scenario experiment, a cross-sectional field study, and a laboratory experiment.

When Change Causes Stress: Effects of Self-construal and Change Consequences.

PurposeOrganizational change can be a major stress factor for employees. We investigate if stress responses can be explained by the extent to which there is a match between employee self-construal (in personal or collective terms) and change consequences (i.e., does the change particularly have consequences for the individual or for the group). We further investigate if the interactive effect of self-construal and change consequences on stress will be mediated by feelings of uncertainty.Design/Methodology/ApproachData were obtained in three studies. Study 1, a laboratory study, focused on physiological stress. Study 2, a business scenario, focused on anticipated stress. Study 3, a cross-sectional survey, focused on perceived stress. Studies 2 and 3 also included measures of uncertainty in order to test its mediating qualities.FindingsChange is more likely to lead to stress when the change has consequences for matters that are central to employees’ sense of self, and particularly so when the personal self is salient. This effect is mediated by feelings of uncertainty.ImplicationsUnderstanding why some people experience stress during change, while others do so to a lesser extent, may be essential for improving change management practices. It may help to prevent change processes being unnecessarily stressful for employees.Originality/ValueThis is one of the first studies to show that different kinds of change may be leading to uncertainty or stress, depending on employees’ level of self-construal. The multi-method approach boosts the confidence in our findings.

Sociometric Status and Peer Control Attempts: A Multiple Status Hierarchies Approach

We study a population of first year midshipmen within an elite military academy to explore the relationship between individuals’ sociometric status (e.g., status conferrals based on positive interpersonal affect and perceived competence, and status degradations based on negative interpersonal affect) and their attempts to directly control their peers’ behaviour over a years time. Results show that multiple informal sociometric status hierarchies develop early in the organizations life and remain remarkably stable. Control attempts are driven by these status hierarchies: Lower competence status individuals and those who attract negative status degradations are targeted for control by more people early in the groups life, those relatively free of negative status degradations attempt to control greater numbers of others throughout the groups existence, while higher positive status is generally unrelated to control attempts. However, control attempts do not lead to higher future sociometric status, suggesting they are not status signals. Findings also show that individuals targeted for control by many others leave the organization entirely.