The tendency for people to inaccurately portray themselves in an overly desirable light is a common concern for many self-assessments, such as in personality questionnaires used in high-stakes employment settings. In order to detect the occurrence of this response bias, measurement scales have been developed.
An exploration of the dishonest Side of self-monitoring
The tendency for people to inaccurately portray themselves in an overly desirable light is a common concern for many self-assessments, such as in personality questionnaires used in high-stakes employment settings. In order to detect the occurrence of this response bias, measurement scales have been developed.
Does Honesty–Humility influence evaluations of leadership emergence?
The tendency for people to inaccurately portray themselves in an overly desirable light is a common concern for many self-assessments, such as in personality questionnaires used in high-stakes employment settings. In order to detect the occurrence of this response bias, measurement scales have been developed.
Personality, equity sensitivity, and discretionary workplace behavior
The tendency for people to inaccurately portray themselves in an overly desirable light is a common concern for many self-assessments, such as in personality questionnaires used in high-stakes employment settings. In order to detect the occurrence of this response bias, measurement scales have been developed.
Liar at first sight?
Purpose: To explore how early information in a job interview impacts first impressions and subsequent attributions and judgments about job candidates.
Summary: We all know the importance of making a strong first impression, especially in the job interview. But we know less about how and why first impressions have an impact. For instance, an applicant with a better resume will probably seem more competent in their interview, but could they also seem more likeable or honest?
We showed 247 mock interviewers the same videotaped interview of a single applicant. But before watching this interview, we provided brief information about the applicant’s (1) qualifications and (2) friendliness:
(1) We told the interviewers that the applicant’s resume, work experience, and education had been ranked by a committee—of 10 applicants, this applicant was ranked either the second-most qualified, or the second-least qualified. (2) Interviewers then watched one of two videos of a short meet and greet with the applicant. In one version, the applicant was especially friendly; in the other, he was neutral.
Findings: When the applicant had higher qualifications, interviewers considered him not only more competent, but also more likeable and honest. On the other hand, with a lower qualification rating, interviewers considered the same applicant, in the same interview, more conceited and to have lied more often. We expected that friendliness in the initial meet and greet would also bias interviewers in favor of the applicant but found no such effect.
Practical Implications: Early information subtly biased interviewers to make different conclusions about the same applicant, in the same interview. Human resources personnel should carefully consider the implications of early information (e.g., resume screening), and whether and how interviewers’ own expectations might warp their perceptions and judgments.
Summary of Wingate, T., & Bourdage, J. S. (in press). Liar at first sight? Early impressions and interviewer judgments, attributions, and false perceptions of faking. Journal of Personnel Psychology.
Who Helps & Why?
Purpose: To understand when people go above and beyond for different motives, distinguishing between true “good citizens” and those who are “good actors”, and out for self-gain. We explored how certain traits impact these motives, and how leaders foster good citizens or good actors.
Summary: A lot of the work we do can’t be traced to a job description. When we volunteer for extra tasks, take the initiative to help a co-worker in need, come in early or stay late, we’re engaging in organizational citizenship behavior.
Companies depend on citizenship behavior. Intentionally or not, the average supervisor values citizenship behavior to about the same degree they value task performance. So, it pays to be a good citizen. To understand the reasons why employees choose to engage in citizenship behavior, we surveyed Canadian and American workers from a variety of jobs and industries.
Personality: Citizens by Nature
Employees that were more extroverted, agreeable, conscientious, honest and humble tended to engage in citizenship behaviors because they wanted to support their organization and their fellow coworkers. On the other hand, insincere and greedy employees more often used citizenship behavior to bolster their own reputations and increase their chances for raises and promotions.
The Mixed Role of Workplace Politics
When employees considered their workplace fair, they more often used citizenship selflessly. But in unfair workplaces, employees more often used citizenship to be liked and respected.
Strong Leaders Inspire Citizenship
Employees with considerate, motivating, and fair supervisors were far more likely to use citizenship to support their organization. Perhaps surprisingly, leadership didn’t consistently relate to more or less selfish forms of citizenship.
Practical Implications: Citizenship behavior is necessary to a healthy organization, but not all citizenship behavior is necessarily healthy. Manipulative people, or people in overly-political workplaces, may offer a helping hand opportunistically, seeming to care only when it suits their own needs. Considerate leaders that motivate employees toward a common goal may inspire sincere, lasting citizenship.
Summary of Wingate, T., Lee, C., Bourdage, J. S (2019). Who helps and why? Contextualizing Organizational Citizenship Behavior. Canadian Journal of Behavioural Science.
Openness to (reporting) experiences that one never had
The tendency for people to inaccurately portray themselves in an overly desirable light is a common concern for many self-assessments, such as in personality questionnaires used in high-stakes employment settings. In order to detect the occurrence of this response bias, measurement scales have been developed.
