Normality assumption in latent interaction models.

Latent moderated structural equation (LMS) is one of the most common techniques for estimating interaction effects involving latent variables (i.e., XWITH command in Mplus). However, empirical applications of LMS often overlook that this estimation technique assumes normally distributed variables and that violations of this assumption may lead to seriously biased parameter estimates. Against this backdrop, we study the robustness of LMS to different shapes and sources of nonnormality and examine whether various statistical tests can help researchers detect such distributional misspecifications. In four simulations, we show that LMS can be severely biased when the latent predictors or the structural disturbances are nonnormal. On the contrary, LMS is unaffected by nonnormality originating from measurement errors. As a result, testing for the multivariate normality of observed indicators of the latent predictors can lead to erroneous conclusions, flagging distributional misspecifications in perfectly unbiased LMS results and failing to reject seriously biased results. To solve this issue, we introduce a novel Hausman-type specification test to assess the distributional assumptions of LMS and demonstrate its performance. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Combating COVID-19 with charisma: Evidence on governor speeches in the United States.

Using field and laboratory data, we show that leader charisma can affect COVID-related mitigating behaviors. We coded a panel of U.S. governor speeches for charisma signaling using a deep neural network algorithm. The model explains variation in stay-at-home behavior of citizens based on their smart phone data movements, showing a robust effect of charisma signaling: stay-at-home behavior increased irrespective of state-level citizen political ideology or governor party allegiance. Republican governors with a particularly high charisma signaling score impacted the outcome more relative to Democratic governors in comparable conditions. Our results also suggest that one standard deviation higher charisma signaling in governor speeches could potentially have saved 5,350 lives during the study period (02/28/2020-05/14/2020). Next, in an incentivized laboratory experiment we found that politically conservative individuals are particularly prone to believe that their co-citizens will follow governor appeals to distance or stay at home when exposed to a speech that is high in charisma; these beliefs in turn drive their preference to engage in those behaviors. These results suggest that political leaders should consider additional "soft-power" levers like charisma-which can be learned-to complement policy interventions for pandemics or other public heath crises, especially with certain populations who may need a "nudge."

COVID-19 and the workplace: Implications, issues, and insights for future research and action.

The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on (a) emergent changes in work practices (e.g., working from home, virtual teamwork) and (b) emergent changes for workers (e.g., social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Author Correction: A consensus-based transparency checklist.

An amendment to this paper has been published and can be accessed via a link at the top of the paper.

Lucky, Competent, or Just a Cheat? Interactive Effects of Honesty-Humility and Moral Cues on Cheating Behavior.

Despite substantial research on cheating, how and when individual predispositions figure into cheating behavior remains unclear. In Study 1, we investigated to what extent Honesty-Humility predicted cheating behavior. As expected, individuals high on Honesty-Humility were less likely to cheat than were individuals low on this trait. In Study 2, integrating arguments from personality research about traits with arguments from behavioral ethics about moral primes, we examined how Honesty-Humility and situational primes interacted to affect cheating. We found an interaction indicating that individuals high on Honesty-Humility consistently did not cheat much across situational primes, whereas individuals low on Honesty-Humility cheated more when exposed to immoral primes than when exposed to moral primes. Our research invites reflection about the interplay of individual differences in Honesty-Humility and situational cues in predicting cheating, including the design of anti-cheating systems and the context in which these person and situation factors interact.

Can super smart leaders suffer from too much of a good thing? The curvilinear effect of intelligence on perceived leadership behavior.

Although researchers predominately test for linear relationships between variables, at times there may be theoretical and even empirical reasons for expecting nonlinear functions. We examined if the relation between intelligence (IQ) and perceived leadership might be more accurately described by a curvilinear single-peaked function. Following Simonton's (1985) theory, we tested a specific model, indicating that the optimal IQ for perceived leadership will appear at about 1.2 standard deviations above the mean IQ of the group membership. The sample consisted of midlevel leaders from multinational private-sector companies. We used the leaders' scores on the Wonderlic Personnel Test (WPT)-a measure of IQ-to predict how they would be perceived on prototypically effective leadership (i.e., transformational and instrumental leadership). Accounting for the effects of leader personality, gender, age, as well as company, country, and time fixed effects, analyses indicated that perceptions of leadership followed a curvilinear inverted-U function of intelligence. The peak of this function was at an IQ score of about 120, which did not depart significantly from the value predicted by the theory. As the first direct empirical test of a precise curvilinear model of the intelligence-leadership relation, the results have important implications for future research on how leaders are perceived in the workplace. (PsycINFO Database Record

Learning charisma. Transform yourself into the person others want to follow.

Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 2 tactics that help managers become more influential, trustworthy, and "leaderlike" in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them. Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group's sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use--repetition, humor, talking about sacrifice-the 12 singled out by the authors have the greatest effect and can work in almost any context. And the research shows that they also have a larger impact than strong presentation skills and speech structure. This article explores the 12 tactics in detail, providing examples from business and politics, and offers guidance on how to start implementing them. A manager's goal should be to incorporate them not only into public speaking but also into everyday interactions. They work because they help you create an emotional connection with your audience, even as they make you appear more powerful, competent, and worthy of respect. People who use them effectively will be able to unite their followers around a vision in a way that others can't. And in the authors' study, executives who practiced them saw the leadership scores that their audience gave them rise by about 60%.

Predicting elections: child's play!

In two experiments, children and adults rated pairs of faces from election races. Naïve adults judged a pair on competence; after playing a game, children chose who they would prefer to be captain of their boat. Children's (as well as adults') preferences accurately predicted actual election outcomes.