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    <title>Thau, S.</title>
    <link>http://repub.eur.nl/res/aut/46235/</link>
    <description>List of Publications</description>
    <language>en</language>
    <image>
      <url>http://repub.eur.nl/static-eur/img/logo.png</url>
      <title>RePub, Erasmus University Rotterdam</title>
      <link>http://repub.eur.nl</link>
    </image>
    <item>
      <title>Satisfying Individual Desires or Moral Standards? Preferential Treatment and Group Members' Self-Worth, Affect, and Behavior (Article)</title>
      <link>http://repub.eur.nl/res/pub/39740/</link>
      <pubDate>2013-01-01T00:00:00Z</pubDate>
      <description>We investigate how social comparison processes in leader treatment quality impact group members' self-worth, affect, and behavior. Evidences from the field and the laboratory suggest that employees who are treated kinder and more considerate than their fellow group members experience more self-worth and positive affect. Moreover, the greater positive self-implications of preferentially treated group members motivate them more strongly to comply with norms and to engage in tasks that benefit the group. These findings suggest that leaders face an ethical trade-off between satisfying the moral standard of treating everybody equally well and satisfying individual group members' desire to be treated better than others. </description>
    </item> <item>
      <title>Leader mistreatment, employee hostility, and deviant behaviors: Integrating self-uncertainty and thwarted needs perspectives on deviance (Article)</title>
      <link>http://repub.eur.nl/res/pub/30776/</link>
      <pubDate>2012-01-01T00:00:00Z</pubDate>
      <description>Integrating self-uncertainty management and thwarted needs perspectives on leader mistreatment and workplace deviance, we examine when and why leader mistreatment is associated with workplace deviance. We propose that competence uncertainty strengthens the relationship between leader mistreatment and workplace deviance and that hostility mediates this interactive effect. Four field studies and one experiment support the hypotheses. The first two studies provide evidence for the predicted interaction between leader mistreatment and competence uncertainty, and the next three studies demonstrate that hostility mediates this interactive effect. We discuss an extended social exchange explanation of workplace deviance and highlight the psychological interplay between motives, cognition, and affect in reciprocating leader mistreatment. </description>
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