Culture and the distinctiveness motive: constructing identity in individualistic and collectivistic contexts.

The motive to attain a distinctive identity is sometimes thought to be stronger in, or even specific to, those socialized into individualistic cultures. Using data from 4,751 participants in 21 cultural groups (18 nations and 3 regions), we tested this prediction against our alternative view that culture would moderate the ways in which people achieve feelings of distinctiveness, rather than influence the strength of their motivation to do so. We measured the distinctiveness motive using an indirect technique to avoid cultural response biases. Analyses showed that the distinctiveness motive was not weaker-and, if anything, was stronger-in more collectivistic nations. However, individualism-collectivism was found to moderate the ways in which feelings of distinctiveness were constructed: Distinctiveness was associated more closely with difference and separateness in more individualistic cultures and was associated more closely with social position in more collectivistic cultures. Multilevel analysis confirmed that it is the prevailing beliefs and values in an individual's context, rather than the individual's own beliefs and values, that account for these differences.

Strategic automation of emotion regulation.

As implementation intentions are a powerful self-regulation tool for thought and action (meta-analysis by P. M. Gollwitzer & P. Sheeran, 2006), the present studies were conducted to address their effectiveness in regulating emotional reactivity. Disgust- (Study 1) and fear- (Study 2) eliciting stimuli were viewed under 3 different self-regulation instructions: the goal intention to not get disgusted or frightened, respectively, this goal intention furnished with an implementation intention (i.e., an if-then plan), and a no-self-regulation control group. Only implementation-intention participants succeeded in reducing their disgust and fear reactions as compared to goal-intention and control participants. In Study 3, electrocortical correlates (using dense-array electroencephalography) revealed differential early visual activity in response to spider slides in ignore implementation-intention participants, as reflected in a smaller P1. Theoretical and applied implications of the present findings for emotion regulation via implementation intentions are discussed.

O chefe tem sempre razão?: um estudo intercultural das expectativas sociais em interações de trabalho / An intercultural study of social attributions in work relationship

A pesquisa tem como objetivo explorar a tendência de concordar com as ações do supervisor ao se analisar uma situação de interação no trabalho. Participaram do estudo 465 estudantes universitários de Salvador e de Madrid concluintes de cursos de administração e engenharia. Através de um diálogo por escrito entre um supervisor e um empregado, analisou-se a concordância ou discordância com os seus modos de agir, e as justificativas apresentadas pelos participantes. A análise quantitativa indica que, independente da cultura, da experiência de trabalho e do curso de formação, concorda-se com o comportamento do supervisor. A análise de conteúdo qualitativa revela que as justificativas de ambos os países são similares e focam na confiança, motivação, orientação e suporte mútuos.(AU)

This research aimed at exploring the tendency to agree with a supervisor’s actions at a workplace interaction situation. 465 college students from Salvador and Madrid participated in this study, and all of them business administration and engineering seniors. A written dialogue between a supervisor and an employee was presented, concerning the agreement or disagreement with theirs manner of acting, as well as regarding the justifications given by the participants. Quantitative analysis indicated a tendency to agree with the manner of acting of the supervisor, regardless of the culture and the professional experience. The analysis of the qualitative content revealed that the reasons given in both countries are similar and focus on trust, motivation, and mutual support and guidance.(AU)