Effect of rater race on conclusions regarding differential prediction in cognitive ability tests.

The possibility of predictive bias by race in employment tests is commonly examined by across-group comparisons of the slopes and intercepts of regression lines using test scores to predict performance measures. This research assumed that the criteria, primarily supervisory ratings, were unbiased. However, a concern is that the apparent lack of differential prediction in cognitive ability tests may be an artifact of the predominant use of performance ratings provided by supervisors who are members of the majority group; a criterion that is potentially biased against members of the minority group. We posited that ratings by a supervisor of the same race as the employee being rated would be less open to claims of bias. We compared ability-performance relationships in samples of Black and White employees that allowed for between-subjects and within-subjects comparisons under 2 conditions: when all employees were rated by a White supervisor and when each employee was rated by a supervisor of the same race. Neither analysis found evidence of predictive bias against Black employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Blacks supervising whites: A study of interracial difficulties in working together in a simulated organization.

Investigated interracial difficulties of blacks and whites working together, when blacks are in a supervisory position over whites. 45 groups of male undergraduates were supervised by blacks, and 45 were supervised by whites. In each group, 2 subordinates played a business game with either a black or a white supervisor and were observed by 2 white Os. Results indicate that (a) the performance ratings of black supervisors were significantly poorer than those of white supervisors; (b) subordinates supervised by blacks behaved differently than subordinates supervised by whites, and some of these behaviors appeared to hinder the effectiveness of the black supervisor; and (c) subordinates with negative racial bias gave poorer ratings to black supervisors than subordinates with liberal racial attitudes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational determinants of leader behavior and authority.

We examined the effects of technology, the organization's dependence on a section or unit to attain its mission, labor union strength in the workplace, and managerial pressure for close, strict supervision on four dimensions of leader behavior and leader authority to direct work. Data on leadership came from 160 first-line supervisors in 12 sections of a manufacturing plant. Regression analyses showed that technology, union strength, and management pressure contributed significantly to responsive leader behavior. Supervisors in long-linked technologies spent more time on work-group maintenance; supervisors in intensive technologies spent more time on developing and maintaining links with other administrative units; supervisors in heavily unionized sections interacted with subordinates more according to written rules and regulations; and supervisors whose upper level managers favored close, strict supervision responded by pushing subordinates to work in a punitive manner. Technology dominated the prediction equation for authority. Supervisors in intensive technologies had more authority than supervisors in long-linked technologies. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When do the stigmatized stigmatize? The ironic effects of being accountable to (perceived) majority group prejudice-expression norms.

How do frequently stigmatized individuals feel about and respond to members of other potentially stigmatizable groups? Four studies demonstrated that perceptions of majority group norms regarding prejudice expression can shape how minority individuals respond to minority individuals from other groups. Study 1 revealed that Black and White men and women have somewhat different perceptions of Whites' norms regarding prejudice expression. Study 2 manipulated whether evaluations of Native American job candidates were to remain private or to be made public to unfamiliar Whites upon whom the evaluators were dependent: Black men used a strategy of publicly (but not privately) denigrating the minority target to conform to presumed prejudice-expression norms. Study 3, in which the authors explicitly manipulated prejudice-expression norms, and Study 4, in which they manipulated audience race, further supported the role of such norms in eliciting public discrimination against minority group members by other minority group members. The desire to avoid being targeted for discrimination, in conjunction with the perception that the majority endorses discrimination, appears to increase the likelihood that the often-stigmatized will stigmatize others. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Achieved eminence in minority and majority cultures: Convergence versus divergence in the assessments of 294 African Americans.

Although psychologists have often used eminence measures as individual-difference variables, no researcher has investigated the differential eminence of individuals belonging to disadvantaged minority groups. Here a sample of 294 illustrious African Americans is scrutinized from the standpoint of the majority (White) culture and the minority (Black) subculture. Exploratory and confirmatory factor analyses of 7 Black and 10 White eminence measures indicate that (a) these measures can be explained by two latent variables but that (b) the two dimensions correlate very highly. Multiple regression analyses then showed that the Black and White composite assessments, although concurring on the impact of most predictor variables (e.g., gender, famous firsts, and Spingarn Award), could nonetheless disagree on the consequences of achievements in certain domains (e.g., athletes, blues and jazz musicians, and civil rights activists). The results have implications for the development of causal models that explain individual differences in achievement within minority- and majority culture populations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation.

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Distinguishing contextual performance from task performance for managerial jobs.

The purpose of this study was to extend previous research on the contextual and task performance distinction to managerial jobs. It was hypothesized that, unlike results for nonmanagerial work, the job dedication facet of contextual performance would contribute uniquely to overall managerial performance. The interpersonal facilitation facet of contextual performance was expected to be redundant with leadership task performance and therefore not to make a unique contribution. A multitrait-multirater correlation matrix was developed on the basis of meta-analysis. Structural equation modeling results generally supported the hypotheses, although there was some evidence of a unique contribution by interpersonal facilitation. Results also suggested that peers paid more attention to interpersonal facilitation when making overall performance ratings, whereas supervisors paid more attention to task performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A new look at within-source interrater reliability of 360-degree feedback ratings.

This study investigated within-source interrater reliability of supervisor, peer, and subordinate feedback ratings made for managerial development. Raters provided 360-degree feedback ratings on a sample of 153 managers. Using generalizability theory, results indicated that little within-source agreement exists; a large portion of the error variance is attributable to the combined rater main effect and Rater X Ratee effect; more raters are needed than currently used to reach acceptable levels of reliability; supervisors are the most reliable with trivial differences between peers and subordinates when the numbers of raters and items are held constant; and peers are the most reliable, followed by subordinates, followed by supervisors, under conditions commonly encountered in practice. Implications for the validity, design, and maintenance of 360-degree feedback systems are discussed along with directions for future research in this area. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Does whom you work with matter? Effects of referent group gender and age composition on managers' compensation.

Much research has examined gender and age effects on compensation, concluding that a wage gap exists favoring men and negative stereotypes against older workers persist. Although the effect of an employee's gender or age has been widely studied, little work has examined the impact of the demographic characteristics of a focal employee's immediate referent groups (e.g., subordinates, peers, or supervisors) on pay. The effect of the gender and age composition of a focal manager's subordinates, peers, and supervisor on the manager's compensation levels was investigated in a sample of 2,178 managers across a wide range of organizations and functional areas. After controlling for a number of human capital variables, results indicated that not only does a wage gap favoring men exist, but also managerial pay is lower when managers' referent groups are largely female, when subordinates are outside the prime age group, and when peers and supervisors are younger. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sex differences in the appropriateness of supervisory styles: A nonmanagement view.

Three different supervisory styles (directive, rational, or friendly) portrayed by male vs female supervisors were rated by 30 male, average age 27.9 yrs, and 30 female, average age 27.2 yrs, nonmanagement personnel. Ss evaluated the effectiveness of, and their satisfaction with, the various styles portrayed as though they were the subordinates. The directive style was rated least favorably when it is displayed by female supervisors. Results indicate that nonmanagement employees' sex role stereotypes merit further investigation. Also, a contingency view of leadership should take into account that the sex of subordinate and of supervisor jointly suggest the appropriate supervisory style. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

What are the odds? How demographic similarity affects the prevalence of perceived employment discrimination.

Because research is needed to identify the conditions that facilitate or impede the prevalence of perceived workplace discrimination, the authors examined the effects of demographics and demographic similarity on the prevalence of sex- and race/ethnicity-based perceived workplace discrimination. Results from a national survey of 763 full-time, United States employees show perceived sex-based discrimination at work was more prevalent among female than male employees, and perceived race-based discrimination at work was more prevalent among Black and Hispanic than White employees. Additionally, perceived racial/ethnic discrimination was less prevalent among those with same-race/ethnicity supervisors. The effect of employee-coworker sex similarity on perceived sex discrimination was significant only for women, and the effects of supervisor-subordinate racial similarity on the prevalence of perceived racial discrimination varied between Black and White respondents, depending on employee-residential-community racial similarity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Integration of climate and leadership: Examination of a neglected issue.

The research domains of climate and leadership are implicitly entwined, yet there has been little theoretical development or empirical research directly addressing the linkage between these constructs. In this study we developed a framework integrating interactionist-based climate theory (B. Schneider, 1983) and the vertical dyad linkage theory of leadership (G. Graen, 1976; Graen and J. F. Cashman, 1975). Three propositions derived from the integrative framework were supported. Subordinates with high-quality supervisor relations had more positive climate perceptions, exhibited greater consensus on climate, and had perceptions more similar to those of their supervisors than did subordinates with low-quality relations. The value of a synthesis of the two research domains is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

“Those who learn have a responsibility to teach”: Black therapists' experiences supervising Black therapist trainees.

This phenomenological study examined how 12 Black psychotherapists in college counseling centers around the country experienced the supervision of Black therapist trainees. Participants described how their relationships and methods of supervision differed when working in same-race dyads. They reported feeling closer to their Black supervisees in ways that often felt familial. The therapists described serving as mentors for their Black supervisees. They also reported discussing race more frequently in supervision, and they perceived that their Black supervisees felt safer having Black supervisors. The study also suggests implications for the training of ethnic minority therapists and supervisors. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Supervisors and peers as information sources, group supportiveness, and individual decision-making performance.

The use of the supervisor as a source of information for subordinates who are decision makers was investigated with 72 eligibility workers in a county welfare agency. Results show that work group supportiveness was highly associated with frequency of use and value attached by subordinates to supervisors as sources of information. Supportiveness was not related to decision-making performance. Reliance on the superior as an information source was inversely associated with errors. Decision-making performance was better with more frequent use of the supervisor as an information source. A clear pattern was evident: Supportiveness was positively associated with reliance on the supervisor, which in turn was associated with improved performance. These results are consistent with previous studies of organizational communication and individual decision making. (17 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Support from the top: Supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships.

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of race on interview ratings in a situational panel interview.

This study investigated the effects of interviewer race, candidate race, and racial composition of interview panels on interview ratings. Data were collected on 153 police officers applying for promotion. Results confirmed a same-race rating effect (i.e., candidates racially similar to interviewers received higher ratings) for Black and White interviewers on racially balanced panels. A majority-race rating effect (i.e., candidates racially similar to the majority race of panel interviewers received higher ratings) existed for Black and White interviewers on primarily White panels. Rating patterns of Black and White interviewers on primarily Black panels also suggested a majority-race rating effect. Racial composition of selection interview panels in combination with interviewer and candidate race were proposed as variables affecting candidates' ratings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Social learning of work values in organizations.

Used social learning theory to examine the process of employee value changes in organizations. Specifically, the relationship of model and observer characteristics to value similarity was studied. Participants consisted of 141 1st-level supervisors (subordinates) and 58 higher-level supervisors (their direct supervisors), with each member describing his/her work values. Similarity in values was then related to indices of the supervisor's consideration, competence, and success within the organization. Results indicate that supervisor consideration was positively correlated with value similarity for the total sample. Supervisor success and competence were positively correlated with similarity only for pairs with low-self-esteem subordinates. Results are discussed in terms of the role-defining information provided by models with various characteristics. (24 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)