Leadership & Organizational Behavior

Five studies explored whether power increases moral hypocrisy, a situation characterized by imposing strict moral standards on others but practicing less strict moral behavior oneself. In Experiment 1, compared to the powerless, the powerful condemned other people's cheating, while cheating more themselves. In Experiments 2–4, the powerful were more strict in judging others' moral transgressions but more lenient in judging their own transgressions.

Based on the symbolic association between physical and moral purity, we introduce a provocative possibility: clean smells might not only regulate physical cleanliness, but may also motivate virtuous behavior. Indeed, moral transgressions can engender literal feelings of dirtiness (Zhong & Liljenquist, 2006). Just as many symbolic associations are reciprocally related (Lakoff, 1987), such as coldness and loneliness (Zhong & Leonardelli, 2008) or darkness and depravity (Frank & Gilovich, 1988), morality and cleanliness may also be reciprocally linked.

Research suggests that living in and adapting to foreign cultures facilitates creativity. The current research investigated whether one aspect of the adaptation process — multicultural learning — is a critical component of increased creativity. Experiments 1-3 found that recalling a multicultural learning experience: (a) facilitates idea flexibility (e.g., the ability to solve problems in multiple ways), (b) increases awareness of underlying connections and associations, and (c) helps overcome functional fixedness.

Power — asymmetric control over valued resources — is a fundamental dimension of social relations. Classical conceptualizations of power emphasize its conscious nature. In this review, we reveal how power often operates nonconsciously and identify the different methods and paradigms used to activate or create a psychological sense of power outside of conscious awareness.

In six experiments, we investigated the role of resource valence in intergenerational attitudes and allocations. We found that, compared to benefits, allocating burdens intergenerationally increased concern with one's legacy, heightened ethical concerns, intensified moral emotions (e.g., guilt, shame), and led to feelings of greater responsibility for and affinity with future generations. We argue that, because of greater concern with legacies and the associated moral implications of one's decisions, allocating burdens leads to greater intergenerational generosity as compared to benefits.

The article offers the authors' views on expatriate management programs and the benefits from executives interacting with the people and institutions of the host country. The idea that international experience or interaction between foreign managers and local people will help managers become more creative, entrepreneurial, and successful is discussed. The concept of integrative complexity in bi-cultural managers which enhances job performance is mentioned.

The Kidney Case is multi-person exercise that involves the allocation of a single kidney. Students read profiles of eight candidates for the kidney and make a first allocation decision. Each candidate was designed to be high on some allocation principles but low or unknown on others (e.g., best, match, time in cue, age, personal responsibility for disease, future benefits to society, etc.). Then, students are put into groups and assigned to advocate for one of the candidates. Each group will prepare and give a 3-minute presentation on why their candidate should receive the kidney.

The Kidney Case is multi-person exercise that involves the allocation of a single kidney. Students read profiles of eight candidates for the kidney and make a first allocation decision. Each candidate was designed to be high on some allocation principles but low or unknown on others (e.g., best, match, time in cue, age, personal responsibility for disease, future benefits to society, etc.). Then, students are put into groups and assigned to advocate for one of the candidates. Each group will prepare and give a 3-minute presentation on why their candidate should receive the kidney.

The present study examined how biculturals (Asian-Americans) adjust to differing cultural settings in performance appraisal. Biculturals vary in the degree to which their two cultural identities are compatible or oppositional — Bicultural Identity Integration (BII). The authors found that individual differences in BII interacted with the manipulation of the cultural setting (American or Asian) in determining whether employee outcomes were evaluated as matching or mismatching cultural norms.