@article{HorowitzKerrParketal.2006, author = {Horowitz, Irwin A. and Kerr, Norbert L. and Park, Ernest S. and Gockel, Christine}, title = {Chaos in the courtroom reconsidered: emotional bias and juror nullification}, series = {Law and Human Behavior}, volume = {30}, journal = {Law and Human Behavior}, number = {2}, pages = {163 -- 181}, year = {2006}, abstract = {A widespread presumption in the law is that giving jurors nullification instructions would result in "chaos"—jurors guided not by law but by their emotions and personal biases. We propose a model of juror nullification that posits an interaction between the nature of the trial (viz. whether the fairness of the law is at issue), nullification instructions, and emotional biases on juror decision-making. Mock jurors considered a trial online which varied the presence a nullification instructions, whether the trial raised issues of the law's fairness (murder for profit vs. euthanasia), and emotionally biasing information (that affected jurors' liking for the victim). Only when jurors were in receipt of nullification instructions in a nullification-relevant trial were they sensitive to emotionally biasing information. Emotional biases did not affect evidence processing but did affect emotional reactions and verdicts, providing the strongest support to date for the chaos theory.}, language = {en} } @article{GockelKerrSeoketal.2008, author = {Gockel, Christine and Kerr, Norbert L. and Seok, Dong-Heon and Harris, David W.}, title = {Indispensability and group identification as sources of task motivation}, series = {Journal of Experimental Social Psychology}, volume = {44}, journal = {Journal of Experimental Social Psychology}, number = {5}, pages = {1316 -- 1321}, year = {2008}, abstract = {Traditional Instrumentality × Value (I × V) models have attributed gains in performance groups to various conditions affecting the instrumentality of group members' effort for a variety of valued outcomes. Social identity models have challenged this interpretation, suggesting that the instrumentality of effort may be irrelevant when group identification is high. A laboratory study is reported in which both indispensability and group identification are manipulated, and participants' effort on a physical persistence task is assessed. Contrary to the social identity predictions but consistent with I × V predictions, the indispensability of effort had a positive effect on participants' effort. Group identification had no direct or moderating effects on effort.}, language = {en} } @article{GockelWerth2010, author = {Gockel, Christine and Werth, Lioba}, title = {Measuring and modeling shared leadership: traditional approaches and new ideas.}, series = {Journal of Personnel Psychology}, volume = {9}, journal = {Journal of Personnel Psychology}, number = {4}, pages = {172 -- 180}, year = {2010}, abstract = {In this article, we provide an overview of current measures of shared leadership. Our aim is to help researchers choose the appropriate measure and give them advice on the statistical analysis of shared leadership measures. We first present traditional approaches, namely two questionnaires assessing shared leadership behaviors displayed by a team. We then describe social network indexes showing how leadership influence is distributed in a team and the coefficient of variation showing the relative dispersion of team members' leadership influence. Finally, we present a new idea for modeling mutual influence processes in teams, the actor-partner interdependence model (APIM, Kenny, Kashy, \& Cook, 2006). It can depict how each team member's outcomes are affected by own and other team members' leadership behaviors. For all approaches, we point out requirements, advantages, and disadvantages.}, language = {en} } @article{RoeGockelMeyer2012, author = {Roe, Robert A. and Gockel, Christine and Meyer, Bertolt}, title = {Time and change in teams: where we are and where we are moving}, series = {European Journal of Work and Organizational Psychology}, volume = {21}, journal = {European Journal of Work and Organizational Psychology}, number = {5}, pages = {629 -- 656}, year = {2012}, abstract = {In this introduction to the special issue on Time and Change in Teams, we argue that the field of team research shows signs of a problem-method misfit with respect to the study of processes. Drawing on the distinction between differential and temporal (or variable vs. process) research, we scrutinise recent theories and research practices in the field, aiming to better understand the lack of congruence between research objectives and methods. We also discuss ways in which the gap between theory and method can be narrowed, and how the five studies making up this special issue contribute to this. We conclude with suggesting some future directions for the study of time and change in teams.}, language = {en} } @article{KolbGockelWerth2012, author = {Kolb, Peter and Gockel, Christine and Werth, Lioba}, title = {The effects of temperature on service employees' customer orientation: an experimental approach}, series = {Ergonomics}, volume = {55}, journal = {Ergonomics}, number = {6}, pages = {621 -- 635}, year = {2012}, abstract = {Numerous studies have demonstrated how temperature can affect perceptual, cognitive and psychomotor performance (e.g. Hancock, P.A., Ross, J., and Szalma, J., 2007. A meta-analysis of performance response under thermal stressors. Human Factors: The Journal of the Human Factors and Ergonomics Society, 49 (5), 851-877). We extend this research to interpersonal aspects of performance, namely service employees' and salespeople's customer orientation. We combine ergonomics with recent research on social cognition linking physical with interpersonal warmth/coldness. In Experiment 1, a scenario study in the lab, we demonstrate that student participants in rooms with a low temperature showed more customer-oriented behaviour and gave higher customer discounts than participants in rooms with a high temperature - even in zones of thermal comfort. In Experiment 2, we show the existence of alternative possibilities to evoke positive temperature effects on customer orientation in a sample of 126 service and sales employees using a semantic priming procedure. Overall, our results confirm the existence of temperature effects on customer orientation. Furthermore, important implications for services, retail and other settings of interpersonal interactions are discussed. Practitioner Summary: Temperature effects on performance have emerged as a vital research topic. Owing to services' increasing economic importance, we transferred this research to the construct of customer orientation, focusing on performance in service and retail settings. The demonstrated temperature effects are transferable to services, retail and other settings of interpersonal interactions.}, language = {en} } @article{SteidleGockelWerth2013, author = {Steidle, Anna and Gockel, Christine and Werth, Lioba}, title = {Growth or security?: regulatory focus determines work priorities}, series = {Management Research Review}, volume = {36}, journal = {Management Research Review}, number = {2}, pages = {173 -- 182}, year = {2013}, abstract = {Purpose - Regulatory focus theory (RFT) can successfully predict and describe organizational behaviour and managerial decision making. However, no empirical study has tested its central assumption in an organizational context. The purpose of this paper is to investigate the relationship between employee's regulatory focus and their work priorities. Design/methodology/approach - In total, 307 employees from the public and private sectors in Germany participated and three organizational priorities were confirmed in a confirmatory factor analysis: growth, existence, and relatedness aspects. Their relationship with employee's regulatory focus was analyzed using multi-level modeling. Findings - It was found that employees' promotion and prevention focus were related to specific work priorities: the higher a person's promotion focus, the more the person valued growth aspects. The higher the prevention focus, the more the person valued existence-related work aspects. Both regulatory foci increased the importance of good relationships at work. Research limitations/implications - The findings provide new insights into previous research on the impact of personality traits, especially regulatory focus, on job-related attitudes like job satisfaction or job commitment. Practical implications - The results are useful for leaders and human resource managers aiming to understand the driving forces behind employee's job motivation and decisions. Originality/value - This is the first study to address the central question of different priorities associated with promotion and prevention focus in the organizational field. Results provide insight into previous findings on the impact of regulatory focus on job-related attitudes and offer practical implications for practitioners interested in job motivation and decision making.}, language = {en} } @article{RobertsonGockelBrauner2013, author = {Robertson, Rommel and Gockel, Christine and Brauner, Elisabeth}, title = {Trust your teammates or bosses?: differential effects of trust on transactive memory, job satisfaction, and performance}, series = {Employee Relations}, volume = {35}, journal = {Employee Relations}, number = {2}, pages = {222 -- 242}, year = {2013}, abstract = {Purpose - The purpose of this paper is to examine, in two studies, whether trust in teammates and trust in management influenced transactive memory and how strongly transactive memory, in turn, influenced perceived team performance and job satisfaction. Design/methodology/approach - Data were collected via questionnaires from two samples of employees (n1=383 and n2=40). Regression and mediational analyses were employed to test the hypotheses. Findings - Trust in teammates predicted transactive memory and transactive memory, in turn, predicted perceived team performance and job satisfaction. Trust in management did not predict transactive memory, but it did predict job satisfaction. Research limitations/implications - Data are cross-sectional and cannot establish cause-effect-relationships. Furthermore, objective performance measures could not be obtained due to the nature of the studies. Thus, future studies need to use longitudinal or experimental designs and objective performance measures. Practical implications - Intangible factors such as trust can strengthen knowledge sharing and transactive memory systems. This, in turn, can positively impact job satisfaction and team performance. Managers and team leaders should pay more attention to building a climate of trust and participation, both within teams and between team members and supervisors/management. Originality/value - Results of two studies show the differential effects of trust in teammates versus trust in management. For finishing a knowledge-intensive task in a team, trust in teammates is more important than trust in management because trust influences transactive memory, which, in turn, leads to positive performance outcomes. However, for other organizational outcomes such as job satisfaction, trust in management can be as important as well.}, language = {en} } @article{GockelBrauner2013, author = {Gockel, Christine and Brauner, Elisabeth}, title = {The benefits of stepping into others' shoes: perspective-taking strengthens transactive memory}, series = {Basic and Applied Social Psychology}, volume = {35}, journal = {Basic and Applied Social Psychology}, number = {2}, pages = {222 -- 230}, year = {2013}, abstract = {Perspective taking is an important requirement for effective communication. Teams working on knowledge-intensive tasks should benefit particularly. In a laboratory study, we examined whether perspective taking (vs. egocentrism) facilitated transactive memory when team members' knowledge was either different or similar. Perspective taking led teams to form more accurate transactive memory and agree more regarding each other's knowledge assessments. Corresponding effects were found when knowledge was similar. However, no interaction emerged. Our study shows that perspective taking is a cognitive state that can be induced with a short intervention and that can positively influence team-level outcomes such as transactive memory.}, language = {en} } @article{SteidleWerthGockel2013, author = {Steidle, Anna and Werth, Lioba and Gockel, Christine}, title = {Not motivated to act during goal pursuit: powerlessness blocks motivation transfer in goal systems}, series = {Basic and Applied Social Psychology}, volume = {35}, journal = {Basic and Applied Social Psychology}, number = {5}, pages = {477 -- 486}, year = {2013}, abstract = {The current research investigates a motivational mechanism that contributes to the inferior goal striving and attainment of powerless individuals: the transfer of motivation from goals to means. We expected that this mechanism would work effectively only in powerful individuals. The results of an experiment and a field study confirmed our assumptions. The more motivated powerful people were to attain the goals, the more they engaged in self-determined action and, in turn, the more positively they experienced goal-related activities. No such relation was found for their powerless counterparts. Implications for power research and goal systems theory are discussed.}, language = {de} } @article{GockelKerr2015, author = {Gockel, Christine and Kerr, Norbert L.}, title = {Put-Down Humor Directed at Outgroup Members Increases Perceived - But Not Experienced - Cohesion in Groups}, series = {Humor: International Journal of Humor Research}, volume = {28}, journal = {Humor: International Journal of Humor Research}, number = {2}, pages = {205 -- 228}, year = {2015}, abstract = {Put-down humor always has a target, and the intent of the speaker is to make fun of someone or something. Due to its inherently social nature, put-down humor could strongly affect socio-emotional group processes and outcomes like cohesion. We hypothesized that put-down humor would increase cohesion when it was targeted at outgroup members and was followed by laughter. Two laboratory experiments were conducted to examine the underlying processes of the put-down humor - cohesion relation. Study 1 showed that put-down humor of outgroup members (as compared to no humor) did not increase participants' attraction to the group. But it increased perceived cohesion among other group members and the perception that other group members felt safer and were more similar to each other. Even when procedures were altered in Study 2 to reduce participants' evaluation apprehension and their potential anxiety about not themselves being humorous, we found the same pattern of results. We discuss which conditions might be necessary for put-down humor to increase one's personal attraction to a group.}, language = {en} }