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The COVID-19 pandemic has extensively changed the state of psychological science from what research questions psychologists can ask to which methodologies psychologists can use to investigate them. In this article, we offer a perspective on how to optimize new research in the pandemic's wake. Because this pandemic is inherently a social phenomenon-an event that hinges on human-to-human contact-we focus on socially relevant subfields of psychology. We highlight specific psychological phenomena that have likely shifted as a result of the pandemic and discuss theoretical, methodological, and practical considerations of conducting research on these phenomena. After this discussion, we evaluate metascientific issues that have been amplified by the pandemic. We aim to demonstrate how theoretically grounded views on the COVID-19 pandemic can help make psychological science stronger-not weaker-in its wake.

Two studies set against the complex sociopolitical backdrop of the Greek Financial Crisis (2009-2018) examined the role played by media narratives as intragroup communication within Greek society in framing social identity uncertainty and the desired position of the country in the wider intergroup (European) context. The extent of identity-uncertainty produced by the media regarding Greek national identity, future, and relations with the EU was measured in Study 1 (N = 298) and manipulated in Study 2 (N = 293). Study 1 found that exposure to ideologically discordant media messages heightened uncertainty about national identity among right- and left-leaning Greeks. Study 2 found that the type of media chosen (systemic vs. anti-systemic) mediated Greek nationalists’ positions on Grexit, especially under heightened identity-uncertainty. Implications of the role of the media as influential ingroup sources in providing valuable social identity information, especially during a crisis, are discussed.

Recent years have witnessed a widespread rise of right-wing populism—an ideology maintaining that the will of the people is supreme, but is subverted by antagonistic elites. Drawing on uncertainty-identity theory, three studies (total N = 5,882) tested the hypothesis that uncertainty would only strengthen support for populism among low authoritarian respondents. Studies 1 and 2 were secondary analyses of American National Election Survey (ANES) 2012 and 2016 data. They supported our key hypotheses in explaining support for the populist American Tea Party (Study 1, N = 1,917), and support for right-wing populist ideology and voting preference for Donald Trump rather than Hillary Clinton (Study 2, N = 2,520). Study 3 (N = 1,445) experimentally manipulated self-uncertainty to allow a causal interpretation, and focused on right-wing populist ideology. The results are discussed in terms of their contribution to uncertainty-identity theory, and their societal relevance in an environment of growing populism. [ABSTRACT FROM AUTHOR]

This special issue celebrates 25 years of the Sage journal Group Processes and Intergroup Relations. In this article, we use examples of the current sociopolitical climate to highlight the importance of the scientific inquiry into group processes and intergroup relations. Ingrained identities that arise from groups are responsible for causing wars, protests, community clashes with law enforcement, violence, climate change, major public health crises, and societal change. However, just as blame goes to groups, collectives can be harnessed for solutions. This special issue contains 13 articles that showcase the diversity of research in Group Processes and Intergroup Relations, all of which contribute to theory advancement and the application of science to real world issues. [ABSTRACT FROM AUTHOR]

In this paper, we describe two basic motives for social identification: a drive for collective enhancement and a drive for epistemic fulfillment (uncertainty reduction). We posit that these two motives are critical for understanding one of the fundamental underlying mechanisms of social identity theory (SIT): positive distinctiveness, which is a desire to feel different from and better than relevant outgroups. Whereas "positive" was clearly outlined in the original social identity theory of intergroup relations, "distinctiveness" became a focal point of self-categorization theory. Most existing literature treats positive distinctiveness as a single construct; however, we argue that the "positive" and "distinctive" elements should be treated as separate but critically intertwined concepts. We suggest that "positive" is a direct feature of a desire for collective enhancement, and "distinctiveness" from a relevant outgroup is necessary for self-categorization that provides information to reduce self-uncertainty. Using the subjective group dynamics framework, which has historically emphasized the enhancement motive, we mathematically show that the motives act sequentially and differently to affect responses to deviance and change from it. [ABSTRACT FROM AUTHOR]

Past studies in social psychology, and in organizational psychology, have incorporated social identity theory but have not specifically examined the effects of self‐construal and self‐uncertainty on an individual's organizational identification. Through two social psychology experiments, the present research advances the literature by studying the effects of three predictor variables (self‐construal, self‐uncertainty, and organizational culture) on the criterion variables of identification with the organization, commitment to the organization, extra‐role behaviors (Study 1), and leader evaluations (Study 2). Study 1 (N = 256) found that participants evaluated a self‐inclusive organization more favorably when it possessed a relational (as opposed to nonrelational) organizational culture. This effect was, as predicted, moderated by self‐uncertainty such that it was significantly stronger under high rather than low self‐uncertainty. Study 2 (N = 336) examined the same criterion variables as the previous study but with the addition of leader evaluation. It was found that interdependent participants identified with and were more committed to their organization. Participants with an interdependent self‐construal and high levels of self‐uncertainty rated their leader more favorably when in a relational (as opposed to nonrelational) organization. Additionally, a significant three‐way interaction between the predictors was explored. Future research directions and wider implications for strengthening employee identification and leader evaluations in organizations are discussed. [ABSTRACT FROM AUTHOR]

Under uncertainty, leaders who possess dark triad personality traits seem able to attain leadership positions. We draw on uncertainty-identity theory and dark triad research to explore the effect of self-uncertainty on leadership motivation. Uncertainty-identity theory predicts that people can reduce self-uncertainty by identifying with groups and following their leaders, which suggests that self-uncertainty reduces people's own leadership motivation. However, individuals high in dark triad traits (Machiavellianism, narcissism, and psychopathy) have such a powerful drive for dominance over others that their leadership motivation may be unaffected by self-uncertainty. To test these predictions, we conducted four studies (N s = 2,641, 421, 513, and 400). We found that self-uncertainty reduced leadership motivation for individuals low in the dark triad. In contrast, those high in the dark triad had an elevated leadership motivation that remained unaltered when they were self-uncertain. These effects were mediated by participants' negative affect. We discuss the implications of these findings. [ABSTRACT FROM AUTHOR]