http://repub.eur.nl/res/aut/16744/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/37960/ 2012-05-14T00:00:00Z http://repub.eur.nl/res/pub/25938/ 2011-04-12T00:00:00Z An abundance of ethical escalations in business and organizations has spurred the debate about the necessity and viability of ethical leadership. In response to this, researchers have developed a strong interest in understanding and testing the notion of ethical leadership. Ethical leaders have been characterized as being concerned with moral and just behavior of employees, and they enact ethical conduct through personal actions and interpersonal relationships. Yet, despite this growing research interest, conceptual and empirical foundations are still relatively scarce. This special issue aims to contribute to the growth and development of the emerging field of ethical leadership by, first of all, attempting to further develop its conceptual foundation. We therefore encourage papers that focus on what ethical leadership is and what it is not. ... http://repub.eur.nl/res/pub/21724/ 2010-07-01T00:00:00Z In social dilemmas, verbal communication of one's intentions is an important factor in increasing cooperation. In addition to verbal communication of one's intentions, also the communication of emotions of anger and happiness can influence cooperative behavior. In the present paper, we argue that facial expressions of emotion moderate verbal communication in social dilemmas. More specifically, three experiments showed that if the other person displayed happiness he or she was perceived as honest, trustworthy, and reliable, and cooperation was increased when verbal communication was cooperative rather than self-interested. However, if the other person displayed anger, verbal communication did not influence people's decision behavior. Results also showed interactive effects on people's perceptions of trustworthiness, which partially mediated decision behavior. These findings suggest that emotion displays have an important function in organizational settings because they are able to influence social interactions and cooperative behavior. http://repub.eur.nl/res/pub/14475/ 2008-10-01T00:00:00Z Building upon the self-based model of cooperation (De Cremer & Tyler, [2005]), the present study investigates the relationship between the five-factor model (FFM) and cooperation. Study 1 (N = 56), an experiment conducted in the laboratory, and Study 2 (N = 116), a field study conducted in an organisational context, yielded a moderator effect between neuroticism and procedural fairness in explaining cooperation. Study 3 (N = 177) showed that this moderator effect was mediated by the self-uncertainty and relational variables proposed by the self-based model of cooperation. It is concluded that the FFM is useful in explaining cooperation and contributes to a better understanding of (procedural) fairness effects. Moreover, the necessity to build integrative, multi-level models that combine core and surface aspects of personality to explain the effects of fairness on cooperation is elaborated upon. http://repub.eur.nl/res/pub/14516/ 2007-03-01T00:00:00Z The equality rule is an important coordination rule in symmetric public good dilemmas. Although prior research emphasized that people use the equality rule out of efficiency concerns (as it helps to obtain the public good in the most efficient manner among group members), it may also reflect a true preference for fairness. More precisely, research examining emotional and retributive reactions as a result of a violation of the equality rule by a fellow group member showed that equality indeed is related to people’s personal values and what they consider to be fair. The present paper suggests that a violation of the equality rule results in emotional reactions, and these emotional experiences encourage further retributive actions. The different reactions following an equality violation are described as a function of three features: (1) the motives to use equality, (2) attributions for explaining the violation, and (3) the honesty of the given explanation. http://repub.eur.nl/res/pub/14970/ 2006-07-01T00:00:00Z In social dilemmas, equality is an important coordination rule. When equality is violated, people seek explanations. In Experiment 1, the authors assessed dispositional trust and found that especially high trusters were affected by the given explanation. High trusters reacted less negatively to external than internal explanations. Experiment 2, using a manipulation of trust in others, revealed a similar pattern across a wider range of negative emotions. In Experiment 3, the authors only induced high trust and showed that when the external explanation turned out to be a lie, emotional and retributive reactions became more negative. Moreover, attribution information did not influence reactions when participants realized that the information was dishonest. http://repub.eur.nl/res/pub/14985/ 2005-12-01T00:00:00Z In step-level public good dilemmas the equality rule serves as an important distribution rule to tacitly coordinate group members' decisions. In two studies, we examined the motives that may underlie the use of the equality rule. More specifically, we examined whether people use the equality rule out of fairness concerns or out of efficiency concerns. For this purpose, we assessed people's emotional reactions toward a violator of the equality rule when the group succeeded vs. failed, as a function of social value orientation. The results of both experiments showed that proselfs' emotional reactions towards a violator were a function of the success or the failure of the group, whereas prosocials' emotional reactions did not vary as a function of the outcome feedback. These results suggest that prosocials prefer the equality rule out of fairness concerns whereas for proselfs efficiency concerns dominate. http://repub.eur.nl/res/pub/14986/ 2005-09-01T00:00:00Z Previous research on social dilemmas has shown that leadership can be an effective means to supervise a common resource and that group members prefer a leader when confronted with high variance between group members' harvests. In this article, the authors investigate how leaders and followers react to variance. The results of an experimental study indicate that leaders are especially likely to harvest more than followers (and to deviate from the optimal harvest) when there is high variance between group members' harvests. Moreover, this role effect was explained, at least partly, by the fact that compared with followers, leaders felt more entitled to higher harvests. The findings suggest that assigning leadership may, under certain situations, lead to inefficiency in managing the common resource. http://repub.eur.nl/res/pub/14987/ 2005-09-01T00:00:00Z The present study examined whether manipulating the closeness of reference points can provide further insights into explaining why people care so much about receiving voice (i.e., the opportunity to express one's opinion with respect to allocation decisions). Participants read a scenario portraying a situation where they had always been a member of the relevant team (i.e., distant referent point condition) or where they had just become a member of the relevant team (i.e., close referent point condition). Thereafter, they were either told that they would receive voice or no voice with respect to the issue of distributing a financial bonus. The results showed that people cared more about voice when they were placed in the distant referent condition rather than in the close referent condition. This effect was strongest on participants' positive emotions (i.e., being positive when receiving voice vs. receiving no voice) than on their negative emotions. The findings are discussed in light of procedural fairness, counterfactual thinking, and emotion literature.