Jooa Julia Lee

Leadership is associated with lower levels of stress

As leaders ascend to more powerful positions in their groups, they face ever-increasing demands. As a result, there is a common perception that leaders have higher stress levels than nonleaders. However, if leaders also experience a heightened sense of control—a psychological factor known to have powerful stress-buffering effects—leadership should be associated with reduced stress levels. Using unique samples of real leaders, including military officers and government officials, we found that, compared with nonleaders, leaders had lower levels of the stress hormone cortisol and lower reports of anxiety (study 1). In study 2, leaders holding more powerful positions exhibited lower cortisol levels and less anxiety than leaders holding less powerful positions, a relationship explained significantly by their greater sense of control. Altogether, these findings reveal a clear relationship between leadership and stress, with leadership level being inversely related to stress.

Emotion Regulation as the Foundation of Political Attitudes: Does Reappraisal Decrease Support for Conservative Policies?

Cognitive scientists, behavior geneticists, and political scientists have identified several ways in which emotions influence political attitudes, and psychologists have shown that emotion regulation can have an important causal effect on physiology, cognition, and subjective experience. However, no work to date explores the possibility that emotion regulation may shape political ideology and attitudes toward policies. Here, we conduct four studies that investigate the role of a particular emotion regulation strategy – reappraisal in particular. Two observational studies show that individual differences in emotion regulation styles predict variation in political orientations and support for conservative policies. In the third study, we experimentally induce disgust as the target emotion to be regulated and show that use of reappraisal reduces the experience of disgust, thereby decreasing moral concerns associated with conservatism. In the final experimental study, we show that use of reappraisal successfully attenuates the relationship between trait-level disgust sensitivity and support for conservative policies. Our findings provide the first evidence of a critical link between emotion regulation and political attitudes.

Hormones and Ethics: Understanding the Biological Basis of Unethical Conduct

Globally, fraud has been rising sharply over the last decade, with current estimates placing financial losses at greater than

Envy and Interpersonal Corruption: Social Comparison Processes and Unethical Behavior in Organizations

3.7 trillion annually. Unfortunately, fraud prevention has been stymied by lack of a clear and comprehensive understanding of its underlying causes and mechanisms. In this paper, we focus on an important but neglected topic--the biological antecedents and consequences of unethical conduct--using salivary collection of hormones (testosterone and cortisol). We hypothesized that preperformance cortisol levels would interact with preperformance levels of testosterone to regulate cheating behavior in 2 studies. Further, based on the previously untested cheating-as-stress-reduction hypothesis, we predicted a dose-response relationship between cheating and reductions in cortisol and negative affect. Taken together, this research marks the first foray into the possibility that endocrine-system activity plays an important role in the regulation of unethical behavior.

Rainmakers: Why Bad Weather Means Good Productivity

Previous research on unethical behavior in organizations suggests that employees who engage in such behavior are motivated by the desire to advance their own self-interest, often acting selfishly at the expense of their own organizations. However, such behaviors also may be motivated by potential benefits or costs to other employees within the same organization. In this article, we provide a framework that shows how emotions resulting from upward social comparisons between one employee and others, namely envy, may motivate unethical behavior that is costly to coworkers. We discuss the consequences of such interpersonal unethical behavior in organizational settings. We also examine the interaction of these emotional reactions to social comparisons with characteristics of an organization’s structure, related to pay, goals, and monitoring. Finally, we discuss the implications for future theory development.