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In 1994, R. G. Lord and P. E. Levy proposed a variant of control theory that incorporated human information processing principles. The current article evaluates the empirical evidence for their propositions and updates the theory by considering contemporary research on information processing. Considerable support drawing from diverse literatures was found for propositions concerning the activation of goal-relevant information, the inhibition of goal-irrelevant information, and the consequences of goal completion. These effects were verified by meta-analytic analyses, which also supported the meaningfulness of such effects on the basis of their unstandardized magnitudes. The authors conclude by proposing new directions for this version of control theory by invoking recent theorizing on goal emergence and the importance of velocity and acceleration information for goal striving and by reviewing research in cognitive neuroscience.

The authors provide one of the first tests of whether justice has effects at implicit or subconscious levels. By manipulating justice in a laboratory experiment, they found that the activation of interdependent and individual self-identities were higher when people experienced fairness and unfairness, respectively. Although these effects occurred at both implicit and explicit levels, they were stronger in the former case. These identity-based effects proved to be important because they mediated the effects of justice on trust and on cooperative and counterproductive behaviors. Implications of these findings for theory and practice are discussed. Keywords: organizational justice, self-identity, implicit measures, cooperation, theft DOI: 10.1037/a0019298

In 2 studies, this research demonstrated the existence of leader transference, a cognitive process whereby mental representations of previous leaders are activated and used for evaluation when new, similar leaders are encountered. The 1st study demonstrated that exposure to a new leader who was similar to a past leader led to erroneous generalization of leader characteristics and associated underlying attributions. The 2nd study showed that expectations of just treatment and abuse were also subject to transfer from old to new, similar leaders, although positive and negative affective responses were not. Results suggested that individuals exposed to a leader who was not reminiscent of an old leader were more likely to use a general leader prototype to form leader expectations, whereas individuals exposed to a leader who was similar to an old leader activated a significant other mental representation; or use in making judgments. These results have implications for individual- and relational-level processes as characterized by implicit leadership theory and leader-member exchange theory as well as macro theories of leader succession and organizational culture change. Keywords: leadership, implicit leadership theory, leader prototypes, justice