Geoffrey J. Leonardelli

Cold and Lonely Does Social Exclusion Literally Feel Cold

Metaphors such as icy stare depict social exclusion using cold-related concepts; they are not to be taken literally and certainly do not imply reduced temperature. Two experiments, however, revealed that social exclusion literally feels cold. Experiment 1 found that participants who recalled a social exclusion experience gave lower estimates of room temperature than did participants who recalled an inclusion experience. In Experiment 2, social exclusion was directly induced through an on-line virtual interaction, and participants who were excluded reported greater desire for warm food and drink than did participants who were included. These findings are consistent with the embodied view of cognition and support the notion that social perception involves physical and perceptual content. The psychological experience of coldness not only aids understanding of social interaction, but also is an integral part of the experience of social exclusion.

Regulatory Focus at the Bargaining Table: Promoting Distributive and Integrative Success:

The authors demonstrate that in dyadic negotiations, negotiators with a promotion regulatory focus achieve superior outcomes than negotiators with prevention regulatory focus in two ways. First, a promotion focus leads negotiators to claim more resources at the bargaining table. In the first two studies, promotion-focused negotiators paid more attention to their target prices(i.e., their ideal outcomes) and achieved more advantageous distributive outcomes than did prevention-focused negotiators. The second study also reveals an important mediating process: Negotiators with a promotion focus made more extreme opening offers in their favor. Second, a promotion focus leads negotiators to create more resources at the bargaining table that benefit both parties. A third study demonstrated that in a multi-issue negotiation, a promotion focus increased the likelihood that a dyad achieved a jointly optimal or Pareto efficient outcome compared to prevention-focused dyads. The discussion focuses on the role of regulatory focus in social interaction and introduces the notion of interaction fit.

Chapter 2 – Optimal Distinctiveness Theory: A Framework for Social Identity, Social Cognition, and Intergroup Relations

Abstract Optimal distinctiveness theory [Brewer, M. B. (1991). The social self: on being the same and different at the same time. Personality & Social Psychology Bulletin, 17(5), 475–482] proposes that individuals have two fundamental and competing human needs—the need for inclusion and the need for differentiation—that can be met by membership in moderately inclusive (optimally distinct) groups. In this chapter, the optimal distinctiveness model and its origins are summarized, and theoretical extensions and empirical tests of the model are discussed. In particular, the empirical review summarizes the models consequences for social identification, social cognition, and intergroup relations. The evidence strongly supports the notion that the needs for inclusion and differentiation influence self-categorization resulting in a curvilinear relation between group inclusiveness and group identification. The existing evidence also indicates that the two needs influence perceptions and judgments of the self and others and the nature of intragroup and intergroup relations. The chapter concludes by discussing the interplay of the needs for inclusion and differentiation across levels of the self and how the needs for inclusion and differentiation influence which level of self (individual or collective) is motivationally primary.

Self-Doubt and Self-Esteem: A Threat from within

The impact on self-esteem of activating self-doubt was investigated in three studies. Individuals with enduring high self-doubt were expected to be more threatened by an experimental induction of self-doubt (modeled on the ease of retrieval paradigm) than individuals low in enduring self-doubt, and their self-esteem was predicted to decline. The predictions were supported when self-esteem was measured postexperimentally (Experiment 1) and when it was measured both pre- and postexperimentally (Experiment 2). There was no comparable loss in self-esteem for individuals low in self-doubt. A third experiment explored the phenomenology of low-self-doubt individuals and replicated the finding that their level of self-esteem was unaffected by the induction designed to produce doubt.

Negational Categorization and Intergroup Behavior

Individuals define themselves, at times, as who they are (e.g., a psychologist) and, at other times, as who they are not (e.g., not an economist). Drawing on social identity, optimal distinctiveness, and balance theories, four studies examined the nature of negational identity relative to affirmational identity. One study explored the conditions that increase negational identification and found that activating the need for distinctiveness increased the accessibility of negational identities. Three additional studies revealed that negational categorization increased outgroup derogation relative to affirmational categorization and the authors argue that this effect is at least partially due to a focus on contrasting the self from the outgroup under negational categorization. Consistent with this argument, outgroup derogation following negational categorization was mitigated when connections to similar others were highlighted. By distinguishing negational identity from affirmational identity, a more complete picture of collective identity and intergroup behavior can start to emerge.

Perceiving Expatriate Coworkers as Foreigners Encourages Aid Social Categorization and Procedural Justice Together Improve Intergroup Cooperation and Dual Identity

We propose that social categorization can encourage particular forms of intergroup cooperation because it differentiates a group in need from a group that can give aid. Moreover, social categorization is most likely to occur when individuals perceive procedural justice (i.e., fair treatment) from authorities in a superordinate group that includes the individuals’ subgroup. Two field studies investigating relations between local and foreign coworkers tested not only this prediction, but also whether high social categorization and procedural justice would yield a dual identity, in which group members identify simultaneously with their social category and the superordinate group. Both studies supported our predictions: Local employees engaged a dual identity and offered knowledge to aid a foreign coworker’s adjustment more often when local-foreign categorization and procedural justice from organizational authorities were high than when these variables were low. These discoveries point to controllable mechanisms that enable intergroup cooperation, and our findings have important implications for intergroup aid, expatriate adjustment, immigration, and multiculturalism.

In Small We Trust: Lay Theories About Small and Large Groups.

Day-to-day interactions often involve individuals interacting with groups, but little is known about the criteria that people use to decide which groups to approach or trust and which to avoid or distrust. Seven studies provide evidence for a “small = trustworthy” heuristic, such that people perceive numerically smaller groups as more benevolent in their character and intentions. As a result of this, individuals in trust-sensitive contexts are more likely to approach and engage with groups that are relatively small than those that are relatively large. We provide evidence for this notion across a range of contexts, including analyses of social categories (Studies 1 and 2), ad hoc collections of individuals (Study 3), interacting panels (Studies 4-6), and generalized, abstract judgments (Study 7). Findings suggest the existence of a general lay theory of group size that may influence how individuals interact with groups.

THE WHITE STANDARD IN LEADERSHIP EVALUATIONS: ATTRIBUTIONAL BENEFITS OF A WHITE CORPORATE LEADER.

Relative to White corporate leaders, African-Americans have typically been underrepresented in upper-level management and this study investigated whether psychological biases contribute to this und...