Two preliminary studies and 5 experiments examined judgments of leaders who challenge their group's norms. Participants viewed information about group members whose attitudes were normative or deviated in a pronormative or antinormative direction. The antinorm member was identified as (a) either a nonleader or an established leader (Study 1), (b) an ex-leader (Studies 2 and 5), or (c) a future leader (Studies 3, 4, and 5). Antinorm future leaders were judged more positively and were granted greater innovation credit (license to innovate and remuneration) relative to antinorm members, ex-leaders, and established leaders. Results are discussed in terms of the idea that leadership can accrue from prototypicality and can also confer the right to define prescriptive norms. However, innovation credit is only granted in the case of future leaders.

The effect of the cause of a disaster, i.e. whether it was perceived to be caused by human or natural factors, on willingness to donate money to disaster victims was examined. In Study 1 (N ¼ 76), the cause of a fictitious disaster was experimentally varied. In Study 2 (N ¼ 219), participants were asked about their views regarding donations to two real-life disasters, one of which was perceived to be naturally caused while the other one was perceived to be caused by humans. In Study 3 (N ¼ 115), the cause of a fictitious disaster was experimentally varied, but this time measures of the proposed psychological mediators of the effect on donations were included, namely perceived victim blame and the extent to which victims were thought to make an effort to help themselves. A measure of real donation behaviour was also added. In Study 4 (N ¼ 196), the proposed psychological mediators were manipulated directly, and the effect of this on donations was monitored. Across all studies, more donations were elicited by naturally caused rather than humanly caused disasters. This difference was driven by a perception that the victims of natural disasters are to be blamed less for their plight, and that they make more of an effort to help themselves. Implications for theory and practice are discussed.

This research tested the hypothesis that people forgive serious transgressions by ingroup leaders but not by other group members or outgroup leaders. They apply a double standard in judgments of ingroup leaders. A series of studies (N = 623), using an array of different ingroups and outgroups, tested how group members judged ingroup or outgroup leaders and nonleaders who unexpectedly transgressed or did not transgress in important intergroup scenarios. Experiments 1, 2, and 4 focused on captains and players in either soccer or netball sports competitions. Across studies, transgressive captains of ingroup teams were evaluated more favorably than captains from outgroup teams and (Experiments 1, 2, and 4) more favorably than transgressive ingroup players. Experiment 3 demonstrated the double standard in a minimal group paradigm. Experiment 5 showed that the double standard is only applied if the leader is perceived as serving the group's interest. Across studies, the double standard is evident in evaluations toward, inclusion and punishment of, and rewards to the transgressive targets. Implications for sport, politics, and business and intergroup conflict are discussed.

The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta-analytically combined across the seven samples (N ¼ 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts.

Criminal organizations have a strong influence on social, political and economic life in Italy and other parts of the world. Nonetheless, local populations display collective passivity against organized crime, a phenomenon known as omertà. Omertà is linked to the concepts of honor and masculinity. That is, in order to fit ideological constructions of manliness, individuals should display indifference toward illegal activities and should not collaborate with legal institutions. In two studies, we investigated the link between endorsement of a masculine honor ideology and collective action tendencies against criminal organizations