Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis.

Edwards, Jeffrey R.; Lambert, Lisa Schurer

doi:10.1037/1082-989x.12.1.1

Cited by 3,895 publications

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References 83 publications

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“…Once this parameter was estimated for each outcome, the significance of each proposed mediated effect was tested by bootstrapping the indirect effect using the methods and materials provided by Edwards and Lambert (2007).…”

Section: Resultsmentioning

confidence: 99%

“…In this context, the relationship between the personality polynomial terms and positive emotional displays (i.e., the After estimating the path between the personality polynomial terms and positive emotional displays, we then estimated the relationship between positive emotional displays and the negotiation outcomes after controlling for the effects of personality similarity (i.e., the "b" path in the mediation models). Once this parameter was estimated for each outcome, the significance of each proposed mediated effect was tested by bootstrapping the indirect effect using the methods and materials provided by Edwards and Lambert (2007). …”

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confidence: 99%

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Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

Wilson¹,

DeRue²,

Matta³

et al. 2016

Journal of Applied Psychology

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We build on the small but growing literature documenting personality influences on negotiation by examining how the joint disposition of both negotiators with respect to the interpersonal traits of agreeableness and extraversion influences important negotiation processes and outcomes. Building on similarity-attraction theory, we articulate and demonstrate how being similarly high or similarly low on agreeableness and extraversion leads dyad members to express more positive emotional displays during negotiation. Moreover, because of increased positive emotional displays, we show that dyads with such compositions also tend to reach agreements faster, perceive less relationship conflict, and have more positive impressions of their negotiation partner. Interestingly, these results hold regardless of whether negotiating dyads are similar in normatively positive (i.e., similarly agreeable and similarly extraverted) or normatively negative (i.e., similarly disagreeable and similarly introverted) ways. Overall, these findings demonstrate the importance of considering the dyad's personality configuration when attempting to understand the affective experience as well as the downstream outcomes of a negotiation. ABSTRACTWe build on the small but growing literature documenting personality influences on negotiation by examining how the joint disposition of both negotiators with respect to the interpersonal traits of agreeableness and extraversion influences important negotiation processes and outcomes.Building on similarity-attraction theory, we articulate and demonstrate how being similarly high or similarly low on agreeableness and extraversion leads dyad members to express more positive emotional displays during negotiation. Moreover, due to increased positive emotional displays, we show that dyads with such compositions also tend to reach agreements faster, perceive less relationship conflict, and have more positive impressions of their negotiation partner.Interestingly, these results hold regardless of whether negotiating dyads are similar in normatively positive (i.e., similarly agreeable and similarly extraverted) or normatively negative (i.e., similarly disagreeable and similarly introverted) ways. Overall, these findings demonstrate the importance of considering the dyad's personality configuration when attempting to understand the affective experience as well as the downstream outcomes of a negotiation.Keywords: agreeableness, extraversion, personality similarity, emotional display, negotiation PERSONALITY SIMILARITY IN NEGOTIATIONS 3 Scholars for many years characterized personality as having little to no impact on negotiation behavior and outcomes (e.g., Bazerman, Curhan, Moore, & Valley, 2000;Rubin & Brown, 1975;Thompson, 1990). More recently, however, researchers found evidence for a different story and have begun specifying a range of new and interesting ways that personality impacts negotiations (e.g., Barry & Friedman, 1998;Barry, Fulmer, & Van Kleef, 2004;DeRue, Conlon, Moon, & Willaby, 2009;Dimot...

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Section: Resultsmentioning

confidence: 99%

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confidence: 99%

Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

Wilson¹,

DeRue²,

Matta³

et al. 2016

Journal of Applied Psychology

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“…Accordingly, work meaning should mediate the organizational-nostalgia effect on turnover intentions, but this indirect or mediated effect will be moderated by burnout (Figure 1). Edwards and Lambert (2007) …”

Section: Organizational Nostalgia Increases Work Meaning When Burnoutmentioning

confidence: 99%

Organizational nostalgia lowers turnover intentions by increasing work meaning: The moderating role of burnout.

Leunissen

Sedikides

Wildschut

et al. 2018

Journal of Occupational Health Psychology

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We report three studies addressing the relevance of organizational nostalgia for the meaning that employees ascribe to their work (work meaning). We hypothesized, and found, that organizational nostalgia enhances work meaning and thereby reduces turnover intentions. In Study 1, an employee survey, spontaneously experienced organizational nostalgia was associated with higher work meaning. In Study 2, an organizational-nostalgia induction increased work meaning, which subsequently predicted lowered turnover intentions. In Study 3, an organizational-nostalgia induction increased work meaning and thereby lowered turnover intentions, especially among employees who reported relatively high levels of burnout. When burnout is high, organizational nostalgia functions as a rich source of meaning that benefits employees' work experience. The Moderating Role of Burnout Most people have a strong need for meaningful work (Cartwright & Holmes, 2006; Pratt & Ashford, 2003;Steger, Littman-Ovadia, Miller, Menger, & Rothmann, 2013). Work meaning entails perceiving one's work as significant and meeting the psychological needs for personal growth and purpose (i.e., eudaimonic wellbeing). It entails a combination of experiencing positive meaning in one's work (i.e., the sense that one's work matters and is meaningful), seeing one's work as a path toward making meaning (i.e., the sense that one's work deepens understanding of one's self and the world), and perceiving one's work to contribute to the greater good (i.e., the sense that one can have a broader, positive impact on others through one's work) (Steger, Dik, & Duffy, 2012).Work meaning confers benefits to employees and their organization. For example, it fosters the sense that work is a key part of one's identity and a vital contributor to well-being (Arnold, Turner, Barling, Kelloway, & McKee, 2007;Harpaz & Fu, 2002). Employees who derive meaning from their work report greater job satisfaction, work unit cohesion, and organizational commitment (Kamdron, 2005;Nord, Brief, Atieh, & Doherty, 1990;Sparks & Schenk, 2001;Steger et al., 2012). On the other hand, low work meaning is associated with high turnover (Steger et al., 2012).With mounting evidence pointing to the merits of work meaning for employees and organizations, it becomes critical to understand its sources. In this article, we focus on one such source: organizational nostalgia. We propose that organizational nostalgia increases work meaning and, by so doing, lowers turnover intentions. We further argue that, if organizational nostalgia replenishes work meaning, it should be particularly beneficial to employees with depleted psychological resources, that is, those with high levels of burnout.Next, we present the rationale for these predictions. Organizational NostalgiaAccording to The New Oxford Dictionary of English (1998), nostalgia is "a sentimental longing or wistful affection for the past" (p. 1266). Nostalgic recollections typically involve important personal experiences or landmark events from one's lif...

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“…In particular, the naïve extrapolation effect -which argues that we extrapolate from past performance trends to predict future performance, and these expectations of future performance influence how we evaluate that past performance (Ariely & Carmon, 2000, 2003 -suggests that the effect of performance trends (our independent variable) on evaluations of past performance (our dependent variable) operates through its effect on expectations of future performance (our mediating variable). In positioning cognitive style as a moderator of the effect of performance trends on expectations of future performance, we are in effect adding a moderator on the first stage of a mediation model -otherwise known as moderated mediation (Edwards & Lambert, 2007). Consequently, we would expect the indirect effect of performance trend on evaluations of past performance to be lessened for raters with a more holistic cognitive style.…”

Section: Influence Of Cognitive Style On Naïve Extrapolationmentioning

confidence: 99%

“…These random effects were allowed to co-vary (Bauer, Preacher, & Gil, 2006), and the random effect of trend on expectations of future performance was predicted by the Level-2 moderator (i.e., cognitive style). To test the overall moderated mediation model, we used Edwards and Lambert's (2007) path analytic approach to calculate the mediating effects at high and low levels of the moderator. To derive the significance of the indirect effects, we used a Monte Carlo simulation approach, which generates a sampling distribution of the indirect effects (Preacher & Selig, 2012).…”

Section: Measures and Analytical Strategymentioning

confidence: 99%

What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

Ferris¹,

Reb²,

Lian³

et al. 2018

Journal of Applied Psychology

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Past research on dynamic workplace performance evaluation has taken as axiomatic that temporal performance trends produce naïve extrapolation effects on performance ratings. That is, we naïvely assume that an individual whose performance has trended upward over time will continue to improve, and rate that individual more positively than an individual whose performance has trended downward over time -even if, on average, the two individuals have performed at an equivalent level. However, we argue that such naïve extrapolation effects are more pronounced in Western countries than Eastern countries, owing to Eastern countries having a more holistic cognitive style. To test our hypotheses, we examined the effect of performance trend on expectations of future performance and ratings of past performance across two studies:Study 1 compares the magnitude of naïve extrapolation effects among Singaporeans primed with either a more or less holistic cognitive style, and Study 2 examines holistic cognitive style as a mediating mechanism accounting for differences in the magnitude of naïve extrapolation effects between American and Chinese raters. Across both studies, we found support for our predictions that dynamic performance trends have less impact on the ratings of more holistic thinkers.Implications for the dynamic performance and naïve extrapolation literatures are discussed.

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Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis.

Cited by 3,895 publications

References 83 publications

Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

Organizational nostalgia lowers turnover intentions by increasing work meaning: The moderating role of burnout.

What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

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