The Downfall of Extraverts and Rise of Neurotics: The Dynamic Process of Status Allocation in Task Groups

Bendersky, Corinne; Shah, Neha

doi:10.5465/amj.2011.0316

Cited by 161 publications

(141 citation statements)

References 84 publications

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“…Such leadership actions may lead followers to be concerned about their goal attainment and contribution to group outcomes. Given that neurotic individuals are strongly motivated to avoid social disapproval and being judged as incompetent (Bendersky & Shah, 2013;Costa & McCrae, 1992), inspirational motivation can have greater influence on neurotic followers' OCBs than emotionally stable followers' OCBs. Through engagement in OCB, neurotic followers may then reduce their social anxiety.…”

Section: Neuroticism As a Moderator Of The Transformational Leadershimentioning

confidence: 97%

To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior

Guay

Choi

2015

The Leadership Quarterly

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Section: Neuroticism As a Moderator Of The Transformational Leadershimentioning

confidence: 97%

To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior

Guay

Choi

2015

The Leadership Quarterly

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“…MTurk samples have been found to be more diverse and as reliable as the typical samples used in management research (Buhrmester, Kwang, & Gosling, 2011) Bendersky & Shah, 2013;Chua, 2013;Lee, Gino, & Staats, 2014).…”

Section: Samplementioning

confidence: 99%

“…Based on the results of the prior two surveys I made some changes, which resulted in a survey version two. First, while the use of Amazon MTurk is believed to provide more diverse samples and its use in management research has increased in recent years (e.g., Bendersky & Shah, 2013;Chua, 2013), because it is still new I included a social desirability scale. Second, while many participants seemed confident assessing what items constituted middle class, they appeared less confident regarding assessing the items that constituted working class.…”

Section: Survey Developmentmentioning

confidence: 99%

The Impact of Social Class in the Hiring Process

Young

Reilly

2016

AMPROC

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Social class describes individuals' possession of economic, social, and cultural capital, and their subjective social rankings relative to others (Bourdieu, 1984). As social class can be easily detected, it is quite likely that it plays a significant role in many workplace processes, such as selection. By considering the context of the hiring process, my dissertation explores the impact of social class from the perspective of hiring managers. First, I conducted a construct clarity study to clarify the multidimensional nature of the construct of social class. Second, using the factors found from my construct clarity study, I developed applicant stimulus materials (e.g., referral email, resume, video interviews) representative of three stages of the hiring process (e.g., acquiring, screening, and interviewing). Stimulus materials were presented to 78 participants in the acquiring stage, 105 participants in the screening stage, and 220 participants in the interviewing stage. Results of this dissertation find that hiring managers' perceptions of applicant P-O fit are influenced by applicants' social class. These effects are found during the acquiring stage and decrease in significance and prevalence as the hiring process progresses. Implications to research and practice as well as future directions for continued research on social class in the management literature are presented.ii The Impact of Social Class in the Hiring Process

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“…Table 2 summarizes the key elements of these studies. As is shown, pay disparity is the most commonly examined form of disparity, although, recently, researchers have begun to focus on disparity based on other variables, such as status (Bendersky & Shah, 2013;Christie & Barling, 2010) and power (Greer & van Kleef, 2010;Smith et al, 2006).…”

Section: Overview Of Disparity Measures In Organizational Researchmentioning

confidence: 99%

Disparity in organizational research: How should we measure it?

2015

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Researchers can use the coefficient of variation (CV), Gini coefficient, standard deviation (SD), Theil index, or relative mean deviation (RMD) to measure organizational disparity. Because these five measures have different properties, however, using them interchangeably may lead to inconsistent findings. Using simulated team pay data, we conducted two simulation studies to examine the similarities and potential differences among these measures. The results showed that CV, Gini, Theil, and RMD were strongly related in most circumstances and that interchanging them had little impact on their relations with outcome variables. Differences were observed, however, when interchanging any of these four measures (CV/Gini/Theil/RMD) with SD, especially when samples were characterized by a seriously skewed distribution, a wide pay gap, and a high sample disparity. Given that SD does not meet some of the properties of disparity, and that it may underestimate correlations between disparity and outcome variables, we suggest that researchers use CV, Gini, Theil, or RMD, rather than SD, to assess organizational disparity.

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The Downfall of Extraverts and Rise of Neurotics: The Dynamic Process of Status Allocation in Task Groups

Cited by 161 publications

References 84 publications

To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior

To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior

The Impact of Social Class in the Hiring Process

Disparity in organizational research: How should we measure it?

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