The indispensable research blog on the science of the modern workplace, covering everything from leadership and management to the behavioral, social, and cognitive dynamics behind performance and achievement.
According to rulings from the U.S. Supreme Court, corporations are people, at least when it comes to certain legal rights such as free speech. While corporations may be people in the eyes of the law, a team of psychological scientists recently investigated whether corporations also register as people in the brain.
Researchers Mark Plitt, Ricky Savjani, and David Eagleman of Baylor College of Medicine utilized neuroimaging technology to determine whether people unconsciously perceive corporations as inanimate objects or as people.
“Little is known about how our brains process information about collective units such as corporations,” the researchers write in the journal Social Neuroscience. “As an organization comes to form an identity, a question arises: are corporations and their actions regarded as social beings or as inanimate objects?”
Plitt and colleagues hypothesized that not only would participants rate the actions of corporations…
New research finds that just the sense that we’re working together with others can dramatically increase our motivation to complete difficult tasks—even when we’re actually working alone.
Across five experiments Stanford psychological scientists Priyanka B. Carr and Gregory M. Walton concluded that even subtle suggestions of being part of a team dramatically increased people’s motivation and enjoyment in relation to difficult tasks, leading to greater perseverance and engagement and even higher levels of performance.
“Simply feeling like you’re part of a team of people working on a task makes people more motivated as they take on challenges,” says Walton.
Carr and Walton hypothesized that a sense of working together would fuel intrinsic motivation by turning a tedious task from work into play.
For each of the five studies, participants first met each other in small groups of 3-5 people before heading to…
Picking a leader should be about assessing the experience and skills an individual can bring to the table, but a new study finds that getting ahead may be easier for people with the right facial features.
In a study published in The Leadership Quarterly, psychological scientists from Carnegie Mellon University, Warwick Business School, and West Point Military Academy found that people were surprisingly good at matching leaders’ faces to their real professions. Study authors Christopher Y. Olivola, Dawn L. Eubanks, and Jeffrey B. Lovelace suggest that we may be choosing leaders, at least in part, based on unconscious biases towards certain facial features.
“In fact, just having facial features that make one look like a good generic leader might not be sufficient to reach the most prestigious leadership positions in a domain; one may also need to possess facial features that stereotypically…
Time is supposedly the great equalizer. No matter how much money we make, how famous we are, or how much clout we yield in the office, we are all limited by the same number of hours in a day.
However, a recent study from psychological scientists Alice Moon and Serena Chen of the University of California, Berkeley demonstrates that feeling a sense of power leads people to perceive themselves as able to control time, and that they have more of time at their disposal.
“Given that the objective experience of time is uniform for everyone, it would seem safe to assume that all people perceive time in the same way,” Moon and Chen write in the Journal of Experimental Social Psychology. “Instead, across 557 participants, five studies, and several ancillary studies, we established that power leads to an increase in perceived time…
We often unconsciously mirror the behavior of those around us, particularly when we’re trying to make a good impression, a phenomenon known as the “chameleon effect.” Research shows that, in general, mimicking another person’s gestures, inflections, or posture tends to make us come across as more likeable to that person.
But a new study conducted by a team of psychological scientists from Texas Tech University and Drew University finds that people will also unwittingly mimic negative behaviors that can potentially get them into trouble.
Researchers K. Rachelle Smith-Genthôs, Darcy A. Reich, Jessica L. Lakin, and Mario P. Casa de Calvo found that in a simulated phone interview, job applicants inadvertently mimicked the negative tone of voice of a potential boss, which led to lower performance reviews compared to a control group with a neutral-toned interviewer.
“The current study demonstrates that people will…