Four studies show that moral identity reduces people's aversion to giving time-particularly as the psychological costs of doing so increase. In Study 1, we demonstrate that even when the cost of time and money are held equivalent, a moral cue enhances the expected self-expressivity of giving time-especially when it is given to a moral cause. We found that a moral cue reduces time aversion even when giving time was perceived to be unpleasant (Study 2), or when the time to be given was otherwise seen to be scarce (Study 3). Study 4 builds on these studies by examining actual giving while accounting for the real costs of time. In this study, we found that the chronic salience of moral identity serves as a buffer to time aversion, specifically as giving time becomes increasingly costly. These findings are discussed in terms of the time-versus-money literature and the identity literature. We also discuss policy implications for prosocial cause initiatives. (PsycINFO Database Record

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Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement. The Leadership Quarterly. Advance online publication. This version is the accepted (uncorrected) version, not the final record, and may not exactly replicate the final version of the article.

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Interest in mindfulness has grown rapidly in recent years. For the period 1986–1996 the number of hits for “mindfulness” in Google Scholar was 4,390. From 1997 to 2007 that number increased eight-fold to 35,300, and from 2008 to 2018 it increased by a factor of 35 to 155,000. In 2010, a peer-reviewed academic journal Mindfulness emerged devoted exclusively to the advancement of mindfulness theory, research, and clinical practice. Between 2014 and 2019 numerous handbooks on various aspects of mindfulness were published, and in October 2015 American Psychologist published a special issue on the topic. Neuroscientific evidence on the benefits of mindfulness meditation is rapidly growing as well, as canvassed by Gotink, et al. 2016 and Tang, et al. 2015. This increase in scholarly attention has been mirrored by a growing interest in mindfulness in society at large. Since the 1980s, the Western world has seen meditation and yoga rise from almost obscurity to a regular part of everyday life for many people, with the number of Americans who engage in such practices in 2012 estimated to be 9.5 percent. Mindfulness training has spread to the business world and is being offered by an increasingly wide array of Fortune 500 companies including Apple, Google, and General Motors, to name a few. In 2014 Time Magazine featured as its cover story the “Mindful Revolution.” Mindfulness has hit the mainstream. The purpose of this article is to review the key issues and findings in mindfulness research to date, with an emphasis on how it relates to management, organizational behavior, and industrial-organizational psychology. To place the discussion in context, we begin by reviewing definitions of mindfulness, as well as canvassing the historical context from which it has emerged. We then summarize some of the key findings of mindfulness research to date, organized by topic category. In the second half of the chapter, we review the rapidly expanding literature on mindfulness in the workplace, offer theoretical reasons in support of the findings, and highlight potential avenues of future research. We close with what we see as important research issues facing mindfulness scholars. Support for this article was received from the Social Sciences and Humanities Research Council of Canada grant to the third author.

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To investigate reasoning about family honour, 128 first generation (mean age = 27.2 years) and second generation Hindu Indian-American adults (mean age = 24.7 years) were presented hypothetical scenarios in which male or female protagonists defied common Hindu customs (e.g., arranged marriage, intra-religion marriage and premarital sexual abstinence). Questions assessed beliefs about customs, connections to family honour and socio-moral orientations towards honour violations. Both generations perceived intra-religion marriage and premarital sexual abstinence to function for group identity-related reasons, such as preserving Hindu culture and maintaining Hindu identity. First generation participants judged defiance of marital and abstinence traditions in moral terms more often than second generation participants (mainly for female protagonists). Justifications for moral judgements referenced damage to group identity, including family image, Hindu identity and cultural preservation. Implications for theories of moral psychology are discussed.

When mistakes or perceived wrongdoings occur in the workplace, managers-like most human beings-demonstrate the tendency to locate someone to blame, including assigning responsibility and sanctioning perceived wrongdoers for their actions. We highlight that although this response can be motivated by organizational, legal, and psychological factors, blame can be detrimental to the organization and its employees when it occurs in a spontaneous and nondeliberative manner, which we label swift blame. We argue that swift blame can involve distorted perceptions and judgment, exacerbate conflict, erode employee engagement, and stifle organizational learning. We further argue that managers have a special responsibility to thoughtfully and carefully consider how they react to perceived wrongdoings. Drawing from dual processing theory of cognition, we propose that managers can respond more effectively by adopting perspectives that slow down these tendencies and promote more thoughtful reactions. To this end we highlight research opportunities for three alternatives to swift blame: (a) a no-blame approach, (b) systems of inquiry and accountability, and (c) mindfulness training.The authors acknowledge the support from the Social Sciences and Humanities Council of Canada (#435-2014-0379) received by the first author. 222Copyright of the Academy of Management, all rights reserved. Contents may not be copied, emailed, posted to a listserv, or otherwise transmitted without the copyright holder's express written permission. Users may print, download, or email articles for individual use only. 1 We use the term swift blame as analogous to swift trust (Meyerson, Weick, & Kramer, 1996), which is similarly characterized as an instinctual and reflexive response to one's environment.