Stefano Livi

Effects of need for closure on creativity in small group interactions

Three experiments investigated the consequences of the epistemic motivation toward closure on the emergence of creative interactions in small groups. In the first study, need for closure was manipulated via time pressure. Results showed that in groups under high need for closure (i.e. under time pressure) the percentage of creative acts during group discussion was reduced. The second study replicated this result using an individual differences operationalization of the need for closure. In the third study, groups composed of individuals high (versus low) in need for closure performed less creatively, and exhibited less ideational fluidity during group interaction. Moreover, it was demonstrated that conformity pressure mediates the negative relationship between dispositional need for closure and group creativity. Copyright

Autocracy Bias in Informal Groups Under Need for Closure

Two experiments investigated the tendency of groups with members under high (vs. low) need for cognitive closure to develop an autocratic leadership structure in which some members dominate the discussion, constitute the “hubs” of communication, and influence the group more than other members. The first experiment found that high (vs. low) need for closure groups, as assessed via dispositional measure of the need for closure, manifested greater asymmetry of conversational floor control, such that members with autocratic interactional style were more conversationally dominant and influential than less autocratic members. The second experiment manipulated the need for closure via time pressure and utilized a social network analysis. Consistent with expectation, groups under time pressure (vs. no pressure) showed a greater asymmetry of participation, of centrality, and of prestige among the group members, such that the more focal members were perceived to exert the greater influence over the groups’ decisions.

A componential analysis of leadership using the social relations model

The social relations model (SRM; Kenny, 1994) explicitly proposes that leadership simultaneously operates at three levels of analysis: group, dyad, and individual (perceiver and target). With this model, researchers can empirically determine the amount of variance at each level as well as those factors that explain variance at these different levels. This chapter shows how the SRM can be used to address many theoretically important questions in the study of leadership and can be used to advance both the theory of and research in leadership. First, based on analysis of leadership ratings from seven studies, we find that there is substantial agreement (i.e., target variance) about who in the group is the leader and little or no reciprocity in the perceptions of leadership. We then consider correlations of leadership perceptions. In one analysis, we examine the correlations between task-oriented and socioemotional leadership. In another analysis, we examine the effect of gender and gender composition on the perception of leadership. We also explore how self-ratings of leadership differ from member perceptions of leadership. Finally, we discuss how the model can be estimated using conventional software.

Self-Identity and the Theory of Planned Behavior in the Prediction of Health Behavior and Leisure Activity

To compare the predictive power of an expanded model of the Theory of Planned Behavior (TPB) with that of the original TPB, two studies were conducted in which, in addition to the classical variables of the TPB model (such as attitudes, subjective norms, and perceived behavioral control), variables concerning self-identity were also taken into account. Two independent samples of Italian subjects (N 1 =288, N 2 =188) were recruited to study behavioral intentions concerning the domains of leisure activity (attending Latin American dance classes) and health behavior (purchasing of low-fat food) in relation to variables derived from the TPB and from the Identity Theory. Structural equation modeling showed that identity variables contributed significantly and independently to the explanation of behavioral intentions beyond traditional TPB variables.

Building scenarios of digital television adoption: a pilot study

This study applies a multidisciplinary approach to build scenarios on both digital television (DTV) adoption and use of T-government services by citizens. Usability and socio-economic aspects were investigated earlier by an Italian pilot study. Dataset derived from this study was later analysed using the UTAUT (Unified Theory of Acceptance and Use of Technology) model in order to identify those factors affecting the usage as statistically reliable variables for the next step. In fact, a micro-simulation model on the diffusion of DTV and T-government services was built in order to better understand the user behaviour at various stages in the adoption course of this new digital technology. Microsimulation is also capable of predicting the consequences of certain policies at different levels (i.e. business and governmental). The model shows how some DTV and T-government scenarios on the adoption by the citizens can be influenced by different policy strategies: switch-off date, public communication campaigns, taxes reduction.

Looking for a simple Big Five factorial structure in the domain of adjectives.

Summary: The Big Five factors structure is currently the benchmark for personality dimensions. In the domain of adjectives, various instruments have been developed to measure the Big Five. In this contribution we propose a methodology to find a simple factorial structure and we apply this methodology to the domain of Big Five as measured by adjectives. Using data collected on a sample of 337 subjects, we propose a five-factor benchmark structure derived from the 50 best marker adjectives selected among the adjectives contained in three instruments specifically developed to measure the Big Five (i. e., Goldberg’s 100 adjectives list, IASR-B5, and SACBIF). We use this common factor structure (or benchmark structure) to investigate the differences and the similarities between the three operationalizations of the Big Five, and to investigate the placements of the full set of adjectives contained in the three instruments. The main features of the proposed methodology and the generalizability of the obtained results are discussed.

Visual discomfort while watching stereoscopic three-dimensional movies at the cinema

This study investigates discomfort symptoms while watching Stereoscopic three‐dimensional (S3D) movies in the ‘real’ condition of a cinema. In particular, it had two main objectives: to evaluate the presence and nature of visual discomfort while watching S3D movies, and to compare visual symptoms during S3D and 2D viewing.

Motivational Underpinnings of Intergenerational Transmission The Role of Need for Cognitive Closure on Salience of Perceived Norms

Nauck, B. (1989). Intergenerational relationships in families from Turkey and Germany. European Sociological Review, 5, 251-274. Phalet, K., & Schönpflug, U. (2001). Intergenerational transmission of collectivism and achievement values in two acculturation contexts: The case of Turkish families in Germany and Turkish and Moroccan families in the Netherlands. Journal of Cross-Cultural Psychology, 32, 186-201. Schönpflug, U. (2001). Intergenerational transmission of values: The role of transmission belts. Journal of Cross-Cultural Psychology, 32, 174-185. Schwartz, S. H. (1994). Beyond individualism/collectivism: New dimensions of values. In U. Kim, H. C. Triandiz, C. Kagitçibasi, S. C. Choi, & G. Yoon (Eds.), Individualism and collectivism: Theory application and methods (pp. 85-119). Newbury Park, CA: Sage. Tam, K.-P. (2015). Understanding intergenerational cultural transmission through the role of perceived norms. Journal of Cross-Cultural Psychology, 46, 1260-1266.

Learning the Ropes: The Protective Role of Mentoring in Correctional Police Officers’ Socialization Process

Formal mentoring is an individualized and contextualized socialization tactic to enhance newcomers’ learning—acknowledged as essential in the early career stage—that can be of particular value when entering a fairly unpredictable and stressful workplace. This research aims to understand the moderating role of formal mentoring in the relationship between organizational socialization and 2 adjustment indicators, a positive 1 (commitment) and a negative 1 (turnover intention). A questionnaire was administered to 117 correctional police officer newcomers, as prisons are especially critical work contexts for newcomers. The results show a direct effect from both socialization and mentoring on commitment and turnover, and an interaction between socialization and mentoring on turnover, although not on commitment. When the socialization process progresses steadily, both socialization and mentoring contribute to good adjustment, but when traditional tactics go wrong, a different learning source (formal mentoring) exerts a protective function, limiting newcomers’ intention to quit. These findings give support to the usefulness of mentoring in a law enforcement context and provide some insight into defining formal mentoring programs.

How reflexivity enhances organizational innovativeness: the mediation role of team support for innovation and individual commitment

Reflexivity is a learning process that, through questioning and critically monitoring objectives and methods in use, promotes a change of habits and routines and, in so doing, fosters organizational performance and innovativeness. This paper looks at the contribution of team reflexivity to enhancing openness to innovation, and the mediating role of individual and team involvement. Specifically we tested whether affective commitment (Study 1, n=156) and a team climate of support for innovation (Study 2, n=152) facilitate reflexivity processes in promoting organizational openness to innovation. Overall, results confirmed that reflexivity enhances innovativeness, and this relationship is mediated by a high degree of involvement that increases the motivation of teammates and their engagement in innovation processes.