Sharing personal information brings people closer together. But how do you know when you’ve gone too far—or when someone else has ulterior motives?
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How group memberships shape individual behavior
Naomi Ellemers Ph.D.
Leaders’ apologies are only meaningful if they cast a critical look on their own role.
Leaders who raise guilt and shame to prompt people into change run the risk of being discredited as the bearers of bad news.
Senior managers are prone to integrity breaches and toxic leadership behavior. Yet they are unlikely to be called to account for their actions, research shows.
Addressing social problems requires a different way of doing business.
Do you think people are guided by rational choices? Think again.
We think we know what discrimination looks like but often fail to acknowledge situations where it occurs.
Projecting gendered expectations on women at work invites them to display stereotypically masculine behavior, research shows.
Scrapping the swimsuit competition for Miss America contestants is not enough.
Inclusive work climates are the key to diversity benefits, research shows.
A focus on fathers changes stereotypical views, a recent study suggests.
Research shows that managers who use preliminary warnings to enforce rule compliance erode the goodwill of their subordinates.
Research refutes common explanations for developments in top executive remuneration.
Do you think people don't work hard when there is no pay-for-performance? Think again!
Naomi Ellemers, Ph.D., is a Distinguished University Professor at Utrecht University. She is the author of Morality and the Regulation of Social Behavior: Groups As Moral Anchors.