Callesenfeddersen0218

01-0.13). Similar results were observed for a soda purchase task thereby supporting generalization to a non-alcohol commodity. Measures of convergent and discriminant validity for behavioral economic demand indicated medium-to-large and stimulus-specific effect sizes with little variation based on prior task exposure. Delay discounting for money and alcohol showed some sensitivity to prior task experience (i.e., less steep discounting for non-naïve participants), however these effects were attenuated after accounting for group differences in alcohol use. These findings support the fidelity of behavioral economic task outcomes and emphasize that participant non-naïvety in crowdsourcing settings may minimally impact performance on behavioral economic assays commonly used in behavioral and addiction science. (PsycInfo Database Record (c) 2022 APA, all rights reserved).Women entering leadership positions such as the Chief Executive Officer (CEO) role face barriers in the form of pervasive stereotypic expectations by which stakeholders implicitly evaluate their effectiveness. In this study, we examine the effects that a widely used organizational practice-leadership endorsements in the CEO succession announcement-has on female CEOs' longevity in the CEO role. In particular, we theorize that the leadership endorsements of incoming female CEOs that highlight their past achievements and competence violate stakeholders' prescriptive stereotypes, thereby increasing the likelihood of stakeholders viewing the female leaders through a stereotypical lens. Therefore, though well intentioned, leadership endorsements in female CEOs' succession announcements foment a stereotype threat situation that is likely to have long-term negative consequences for female leaders. We investigate and find support for this relationship using archival data for a sample of 91 female CEO successions among S&P 1500 and Fortune 500 firms between 1995 and 2012. Several post hoc analyses, including in-depth interviews with 31 female executives, further strengthen our findings and show that this effect does not occur among male CEO succession events. We also find that two key facets of the succession context work to ameliorate this negative relationship the insider status of the female CEO and the number of female executives at the focal firm. Our findings suggest that ostensibly gender-neutral practices can have unintended negative consequences for female leaders. We conclude with a discussion of the theoretical and practical implications of our findings. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Job embeddedness is the net of influences in both work (on-the-job) and nonwork (off-the-job) domains that discourage employees from leaving their jobs. In this article, we argue that the entrenchment and increased investment associated with job embeddedness run parallel to the concept of role involvement from the work-family conflict literature. Drawing on this similarity, we extend theory and research regarding work-family conflict to develop and test predictions about the moderating role of off-the-job embeddedness on the effects of on-the-job embeddedness on involuntary turnover. Specifically, we predicted that being highly embedded on-the-job can reduce the likelihood of being fired because it increases job performance, but that these benefits are only accrued when employees are not also highly embedded off-the-job. We tested our predictions using a sample of 908 government employees from whom we collected performance and turnover data over time. Consistent with our predictions, among employees who were highly embedded on-the-job, those who were less embedded off-the-job were less likely to be terminated than those who were more embedded off-the-job. However, job performance did not explain this effect. In addition to providing a rare examination of involuntary turnover, we contribute to the job embeddedness literature by demonstrating the importance of distinguishing between, and simultaneously examining, on- and off-the-job embeddedness and their unique, multiplicative effects. We also demonstrate the utility of the WFC literature in advancing theory and research on job embeddedness. (PsycInfo Database Record (c) 2022 APA, all rights reserved).Unlike judgments made in private, advice contexts invoke strategic social concerns that might increase overconfidence in advice. Many scholars have assumed that overconfident advice emerges as an adaptive response to advice seekers' preference for confident advice and failure to punish overconfidence. However, another possibility is that advisors robustly display overconfidence as a self-promotion tactic-even when it is punished by others. Across four experiments and a survey of advice professionals, the current research finds support for this account. First, it shows that advisors express more overconfidence than private decision-makers. This pattern held even after advice recipients punished advisors for their overconfidence. Second, it identifies the underlying motivations of advisors' overconfidence. Advisors' overconfidence was not driven by self-deception or a sincere desire to be helpful. Instead, it reflected strategic self-promotion. Relative to the overconfidence revealed by their private beliefs, advisors purposely increased their overconfidence while broadcasting judgments when (a) it was salient that others would assess their competence and (b) looking competent served their self-interest. (PsycInfo Database Record (c) 2022 APA, all rights reserved).While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and extending attachment theory, we assert that one answer is found at home managers need daily family support to ensure that they consistently display transformational leader behaviors at work. We thus develop a model suggesting that family-work enrichment (FWE) acts as a within-person prime of promotion focus, which in turn enables supervisors to engage in transformational behaviors on a daily basis. In so doing, we explore a pair of theoretically derived boundary conditions of this effect-supervisor attachment styles. The results from two experience-sampling studies support our model. Angiogenesis inhibitor Specifically, daily FWE was positively associated with transformational leadership through daily promotion focus, with the positive effects being weaker for those higher on attachment avoidance and stronger for those higher on attachment anxiety.