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Summary: There is an inherent interest in the implications of psychopathic employees, although attention, to date, is more pronounced in public media than in the scientific literature. In this study, we use behavioral threshold theory to propose a curvilinear relationship between employees' psychopathy and their counterproductive work behavior (CWB). Our predictions were corroborated across three studies involving two countries while controlling for narcissism and Machiavellianism. Specifically, we find that the destructive nature of psychopathy is amplified with accelerated levels of CWB among individuals high on psychopathy. These results address mixed and unexpected findings in the literature, thereby offering a more nuanced understanding of the psychopathy–CWB relationship. Drawing additionally on trait activation theory, we examine the moderating effects of social context as manifested in relationship conflict with coworkers and abusive supervision. Results support the moderated hypotheses such that the psychopathy–CWB curvilinear relationship is stronger in negative social environments for both self‐rated and other‐rated CWB assessments. As the relationships between individuals' dark traits and behavioral outcomes are likely more complex than simple linear relations, we advocate future research to combine complementary theoretical lenses for improved theoretical precision. [ABSTRACT FROM AUTHOR]

The article discusses the increased significance of authentic leadership post-Gallup Leadership Summit, highlighting Walumbwa et al.'s (2008) four-part framework rooted in positive psychology. Scholars, however, critique the construct, addressing issues like theoretical foundations, contextual grounding, and the influence of positive psychology.

Anti-CD3 monoclonal antibodies (mAbs) are potent immunosuppressive agents used in clinical transplantation. However, the activation-related adverse side effects associated with these mAbs have prompted the development of less toxic nonmitogenic anti-CD3 mAb therapies. At present, the functional and biochemical consequences of T cell exposure to nonmitogenic anti-CD3 is unclear. In this study, we have examined the early signaling events triggered by a nonmitogenic anti-CD3 mAb. Like the mitogenic anti-CD3 mAb, nonnmitogenic anti-CD3 triggered changes in the T cell receptor (TCR) complex, including zeta chain tyrosine phosphorylation and ZAP-70 association. However, unlike the mitogenic anti-CD3 stimulation, nonmitogenic anti-CD3 was ineffective at inducing the highly phosphorylated form of zeta (p23) and tyrosine phosphorylation of the associated ZAP-70 tyrosine kinase. This proximal signaling deficiency correlated with minimal phospholipase Cgamma-1 phosphorylation and failure to mobilize detectable Ca2+. Not only did biochemical signals delivered by nonmitogenic anti-CD3 resemble altered peptide ligand signaling, but exposure of Th1 clones to nonmitogenic anti-CD3 also resulted in functional anergy. Finally, a bispecific anti-CD3 X anti-CD4 F(ab)'2 reconstituted early signal transduction events and induced proliferation, suggesting that defective association of lck with the TCR complex may underlie the observed signaling differences between the mitogenic and nonmitogenic anti-CD3.

This study sheds light on the dark side of entrepreneurship by examining how and under what conditions abusive behavior within new venture teams (NVTs) relates to new venture performance. Using a national (USA) random sample of NVTs, we find that the relationship of intrateam abusive behavior (i.e., degree to which NVT members exhibit "hostile" verbal behaviors toward each other) with new venture performance (i.e., sales and employment growth) is mediated by NVT thriving (i.e., level of vitality and learning exhibited within the NVT). Results further demonstrate that perceived competitive intensity of the industry moderates this relationship, with the indirect effect of intrateam abusive behavior on new venture performance (via thriving) being significantly less negative at high, than at low, levels of competitive intensity. We therefore conclude that perceived competitive threats to the survival of startups act to mitigate the otherwise deleterious effects of abusive behavior occurring within NVTs. These results broaden existing knowledge regarding the dark side of entrepreneurship by expanding the conversation on this topic to include the NVT and providing evidence for why some NVTs, but not others, are able to sustain the growth of their firms despite the occurrence of abusive behavior between their members. [ABSTRACT FROM AUTHOR]

Peer developmental relationships—informal arrangements between pairs of individuals who take an active interest in and concerted action to advance one another's careers—offer a valuable alternative to formal mentorships. Despite recognition that peer developmental relationships have the potential to jointly provide career and psychosocial support (i.e., multiplexity) and that relationships embodying multiple support dimensions are indispensable, a paucity of work investigates what factors contribute to their dynamics and persistence over time. To address this issue, we integrate the microfoundations of network dynamics and mutuality perspectives to identify why and when social processes—specifically, reciprocity, trust, and trust asymmetry—operate to form, strengthen, or maintain multiplex peer developmental relationships. To test our hypotheses, we collected three waves of data over one-and-a-half years from a cohort of individuals participating in a leadership development program. Using variations of the Quadradic Assignment Procedure (QAP) to investigate dyad-level dynamics, our results generally suggest that (over and above demographics and network characteristics) the provision of psychosocial support relatively early in the peer-to-peer relationship is likely to evolve into a more complex, high-quality relationship comprised of both psychosocial support and career support (i.e., a multiplex peer developmental relationship). Perhaps more importantly, the social processes capturing mutuality further increased the likelihood that multiplex developmental relationships would develop and persist over time. Our results demonstrate that mutuality is both generative and resolute in nurturing multiplex developmental relationships. [ABSTRACT FROM AUTHOR]

Drawing on the social capital literature, this study develops a new measure to assess the internal social capital using a sample of family firms and its effect on economic and [...]

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2009.00864.x Byline: Michael S. Cole (1), Jeremy B. Bernerth (2), Frank Walter (3), Daniel T. Holt (4) Abstract: abstract This study examined the relationships between organizational justice and withdrawal outcomes and whether emotional exhaustion was a mediator of these linkages. Data were obtained from 869 military personnel and civil servants; using structural equation modelling techniques, we examined an integrative model that combines justice and stress research. Our findings suggest that individuals' justice perceptions are related to their psychological health. As predicted, emotional exhaustion mediated the linkages between distributive and interpersonal (but not procedural and informational) justice and individuals' withdrawal reactions. Results showed that distributive and interpersonal justice negatively related to emotional exhaustion and emotional exhaustion negatively related to organizational commitment which, in turn, negatively influenced turnover intentions. These findings were observed even when controlling for the presence of contingent-reward behaviours provided by supervisors and individuals' psychological empowerment. Author Affiliation: (1)Texas Christian University; (2)Louisiana State University; (3)University of Groningen; (4)Air Force Institute of Technology Article note: Michael S. Cole, Texas Christian University, M. J. Neeley School of Business, Department of Management, Fort Worth, TX 76109, USA (m.s.cole@tcu.edu).

The present study examines the association between dysfunctional team behavior and team performance. Data included measures of teams' dysfunctional behavior and negative affective tone as well as supervisors' ratings of teams' (nonverbal) negative emotional expressivity and performance. Utilizing a field sample of 61 work teams, the authors tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized conceptual scheme, in that negative team affective tone mediated the relationship between dysfunctional team behavior and performance when teams' nonverbal negative expressivity was high but not when nonverbal expressivity was low. On the basis of the findings, the authors conclude that the connection between dysfunctional behavior and performance in team situations is more complex than was previously believed--thereby yielding a pattern of moderated mediation. In sum, the findings demonstrated that team members' collective emotions and emotional processing represent key mechanisms in determining how dysfunctional team behavior is associated with team performance. Keywords: work teams, dysfunctional behavior, emotion, emotion regulation, performance

Wagner: The Terrible Man and His Truthful Art. By M. OWEN LEE. Toronto: University of Toronto Press, 1999 On May 31, 2001, as part of his musical contribution to the [...]

Prochaska and colleagues' (e.g., Prochaska, DiClemente, & Norcross, 1992) stages-of-change theory was employed in the current study to reconceptualize the assessment of motivation to learn. We used the stages-of-change framework to develop and test a multidimensional measure of learning motivation using 3 independent samples. The pattern of relationships among the learning stages and learning criteria provided strong support for the appropriateness of using a stage-based perspective to frame learning motivation. In addition, hierarchical regression analysis showed that the Stages of Learning Motivation Inventory (SOLMI) explained variance in the criteria (e.g., exam average, class satisfaction) beyond controls and a commonly used measure of learning motivation. Implications for practice and future research are discussed.