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burnout, job attitudes, Organizational Citizenship Behavior, religion, spirituality, stress,

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The effects of feedback equivocality, information availability, and prior decision-making history on escalation and persistence were investigated. Replicating the findings of J.L. Bragger, D.H. Bragger, D.A. Hantula, and J.P. Kirnan (1998), this study found that participants receiving equivocal feedback on their decisions invested more money and invested across more opportunities; those who could purchase information invested fewer resources than did participants who did not have the opportunity to purchase information. There was an inverse linear relationship between the percentage of opportunities in which participants purchased information and the delay to exit decisions and total resources invested. Six weeks earlier, some participants took part in a more profitable investment scenario, and prior experience led to later increased investing when participants were faced with failure, even above that invested in a preceding, succeeding scenario. These results are consistent with an equivocality theory account of escalation.

The purpose of these studies was to extend the benefits of the structured selection interview beyond its psychometric advantages, and to include its potential to mitigate biases against overweight applicants. In the first study, 133 participants witnessed a videotaped interview and were asked to rate the performance of the candidate. Videotapes varied by structured/unstructued interview scripts and average weighdoveweight job applicant. Results confirmed the discrimination bias against overweight interviewees, and supported the possibility that a structured interview moderates this bias. In the second study, 137 participants completed the same task with an additional level of interview structure. Results provided additional support for the predictive power of the highly structured interview, and mixed results for a mildly structured interview.

Research shows that the traditional job interview is a poor indication of a candidate's potential. However, when employers structure the interview process, they are more effective at predicting success, forming consistent evaluations, and reducing discrimination. The current study tested whether the structured interview also serves to reduce biases involved in interviewing applicants who have a physical disability. In the non-structured interview, results showed that there was a leniency bias, where raters evaluated disabled candidates more positively than equally qualified non-disabled candidates. Structured interviews reduced this effect. These findings add to the support for the structured interview as a way of increasing fairness in employee selection.

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In this paper, we propose a model of how balanced and integrated development across spiritual, cognitive, social, emotional, and moral domains can result in a servant leader orientation for both those who are predisposed to serve but might not be leaders, and those who are leaders but might not be predisposed to serve. First, we review the benefits of servant leadership in today’s organizations and the commonly agreed upon dimensions of servant leadership. We then propose how balanced and integrated development can facilitate a transition to a servant-oriented style of leadership for both those that serve and those that lead. We discuss organizational barriers to servant leadership development, and how organizations can overcome these barriers by creating contexts in which such integrated vertical development can facilitate a cycle of servant leadership. Lastly, we make suggestions for how organizations’ human resource functions might develop servant leaders.