Fast Positive Feedback Between the Adrenocortical Stress Response and a Brain Mechanism Involved in Aggressive Behavior.

Aggressive behavior induces an adrenocortical stress response, and sudden stressors often precipitate violent behavior. Experiments in rats revealed a fast, mutual, positive feedback between the adrenocortical stress response and a brain mechanism controlling aggression. Stimulation of the aggressive area in the hypothalamus rapidly activated the adrenocortical response, even in the absence of an opponent and fighting. Hypothalamic aggression, in turn, was rapidly facilitated by a corticosterone injection in rats in which the natural adrenocortical stress response was prevented by adrenalectomy. The rapidity of both effects points to a fast, mutual, positive feedback of the controlling mechanisms within the time frame of a single conflict. Such a mutual facilitation may contribute to the precipitation and escalation of violent behavior under stressful conditions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Relational Model of Workplace Victimization: Social Roles and Patterns of Victimization in Dyadic Relationships.

This article proposes a model of the ways in which dyadic interactions between employees who occupy 1 of 4 archetypal social roles in organizations can lead to either episodic or institutionalized patterns of victimization. The model shows how the occurrence of victimization involving these 4 role types is influenced by organizational variables such as power differences, culture, and access to social capital. The model integrates behavioral and social structural antecedents of victimization to develop a relational perspective on the dynamics of harmful behavior in the workplace. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Implicit Leadership Theories in Applied Settings: Factor Structure, Generalizability, and Stability Over Time.

The present empirical investigation had a 3-fold purpose: (a) to cross-validate L. R. Offermann, J. K. Kennedy, and P. W. Wirtz's (1994) scale of Implicit Leadership Theories (ILTs) in several organizational settings and to further provide a shorter scale of ILTs in organizations; (b) to assess the generalizability of ILTs across different employee groups, and (c) to evaluate ILTs' change over time. Two independent samples were used for the scale validation (N1 = 500 and N2 = 439). A 6-factor structure (Sensitivity, Intelligence, Dedication, Dynamism, Tyranny, and Masculinity) was found to most accurately represent ELTs in organizational settings. Regarding the generalizability of ILTs, although the 6-factor structure was consistent across different employee groups, there was only partial support for total factorial invariance. Finally, evaluation of gamma, beta, and alpha change provided support for ILTs' stability over time. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Douglas W. Bray (1918-2006).

Presents an obituary for Douglas W. Bray, the inventor of the modern-day assessment center, a method used by thousands of organizations around the world to identify the best people for critical roles and to guide individuals in optimizing their talents. Bray's death in Englewood, New Jersey, on May 9, 2006, ended the extraordinary career of a pioneer in industrial/organizational (I/O) psychology who optimized the interplay of research and application. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Family-Responsive Interventions, Perceived Organizational and Supervisor Support, Work-Family Conflict, and Psychological Strain.

This study examined organizational family-responsive policies, perceptions of the organization as family supportive, and supervisor support as issues that may be salient to the experience of conflict between paid employment (work) and family roles. Data were collected from 355 managerial personnel in New Zealand. Although work-family conflict and psychological strain were strongly linked, the availability of organizational policies had no significant association with levels of conflict or strain, whereas policy usage was related only to work-to-family interference and not to family-to-work interference. On the other hand, perceptions of the organization as family supportive and supervisor support for work-family balance displayed significant relationships with key variables, highlighting the importance of these variables for interventions designed to ameliorate the negative impact of work-family conflict on managerial well-being. Implications for the effective implementation of family-responsive interventions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Critical incidents and chronic stressors at work: Their impact on forensic doctors.

Workers in medium- or high-risk professions are often confronted with critical incidents at the workplace. The impact of these acute stressors may be serious and enduring. Many workers also experience chronic job stressors, such as work overload or role conflicts. This study examined the frequently neglected relationship of acute and chronic stressors with self-reported health symptoms, such as posttraumatic responses, fatigue, and burnout. This association was investigated in a sample of forensic doctors in the Netherlands (N = 84). It was found that the more traumatic events the respondents experienced, the more problems they reported in coping with the traumatic events. Chronic job stressors were associated with posttraumatic responses (intrusions and avoidances) and with burnout and fatigue. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.     

Traditional organizations and crisis management in transition—Organizational perspectives on new dynamics of independent civil engagement

Digitalization and the trend towards more short‐term and project‐oriented social engagement have had a direct impact on traditional crisis management. This societal change has supported the evolution of new types of volunteers who use low‐threshold potentials to organize and maintain support independently. Traditional institutions like the German Red Cross are challenged to deal with these rapid changes regarding their own organizational culture in relation to the new phenomenon of so‐called unaffiliated volunteers. This paper investigates how unaffiliated volunteers influence and change the organizational culture of German disaster management by analysing and reflecting organizational adaptation processes in the aftermath of the German floods in 2013, the storm events in the west of Germany in 2014 and the refugee relief mission in 2015–2016. Therefore, semi‐structured interviews with experts of the German Red Cross were held to analyse their reactions towards unaffiliated Volunteers during the Floods in 2013 and the refugee relief missions, and further focus group interviews were conducted to validate the extracted results. Findings suggest that among professionals and leading entities in the German Red Cross, a process of rethinking has emerged, recognizing the importance and necessity to open up organizational structures for the collaboration and coordination of unaffiliated volunteers.