How powerful is the status quo in determining people's social ideals? The authors propose (a) that people engage in injunctification, that is, a motivated tendency to construe the current status quo as the most desirable and reasonable state of affairs (i.e., as the most representative of how things should be); (b) that this tendency is driven, at least in part, by people's desire to justify their sociopolitical systems; and (c) that injunctification has profound implications for the maintenance of inequality and societal change. Four studies, across a variety of domains, provided supportive evidence. When the motivation to justify the sociopolitical system was experimentally heightened, participants injunctified extant (a) political power (Study 1), (b) public funding policies (Study 2), and (c) unequal gender demographics in the political and business spheres (Studies 3 and 4, respectively). It was also demonstrated that this motivated phenomenon increased derogation of those who act counter to the status quo (Study 4). Theoretical implications for system justification theory, stereotype formation, affirmative action, and the maintenance of inequality are discussed.

In a randomized-controlled trial, we tested 2 brief interventions designed to mitigate the effects of a "chilly climate" women may experience in engineering, especially in male-dominated fields. Participants were students entering a selective university engineering program. The social-belonging intervention aimed to protect students' sense of belonging in engineering by providing a nonthreatening narrative with which to interpret instances of adversity. The affirmation-training intervention aimed to help students manage stress that can arise from social marginalization by incorporating diverse aspects of their self-identity in their daily academic lives. As expected, gender differences and intervention effects were concentrated in male-dominated majors (Ͻ20% women). In these majors, compared with control conditions, both interventions raised women's school-reported engineering grade-point-average (GPA) over the full academic year, eliminating gender differences. Both also led women to view daily adversities as more manageable and improved women's academic attitudes. However, the 2 interventions had divergent effects on women's social experiences. The social-belonging intervention helped women integrate into engineering, for instance, increasing friendships with male engineers. Affirmation-training helped women develop external resources, deepening their identification with their gender group. The results highlight how social marginalization contributes to gender inequality in quantitative fields and 2 potential remedies.

System justification theory (SJT) posits that people are motivated to believe that the social system they live in is fair, desirable, and how it should be, especially in contexts that heighten the system justification motive. Past researchers have suggested that opposition to feminists may be motivated by the threat that feminism presents to the legitimacy of the status quo, but this hypothesis has not been tested empirically. In this article, we present three studies that directly test the idea that antifeminist backlash can be motivated by system justification. Studies 1 and 2 experimentally manipulated the SJ motive and a female target’s feminist identification (feminist vs. nonfeminist). Study 3 tested the hypothesis by measuring participants’ SJ motivation via an individual difference measure. Participants disagreed more with identical statements about gender issues made by the feminist target than the nonfeminist target, but only when the system justification motive was heightened (Study 2) or chronically high (Study 3).

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Although researchers have examined the 6-12 month period after which service members return home from an overseas deployment, their studies often focus on members' mental and physical health (e.g., whether or not the member is displaying symptoms of post-traumatic stress disorder or a minor traumatic brain injury). In this chapter, we take a different approach to the post-deployment reintegration period, focusing instead on the positive and negative experiences and perceptions associated with three domains that returning service members have told us are important: reintegrating back into a garrison work environment, reintegrating back into one's family, and integrating the deployment experiences into one's personal identity. In addition, the chapter describes the development and validation of the Post-Deployment Reintegration Scale (PDRS), which we created to support our research, as well as the construction and use of norms for the PDRS. Finally, we

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Ethical leadership encompasses the personal conduct of leaders and leaders’ expectations that followers behave ethically. The two studies presented here draw on moral identity and social identity theories to investigate whether moral identity and organizational identification had an indirect effect on the relation between ethical leadership and organizational outcomes. Study 1 examined how ethical leadership and moral identity interact to influence self‐reported ethical behavior using a sample of 3,363 defense personnel. Study 2 examined the mediating role of organizational identification in the relation between ethical leadership and organizational outcomes, such as morale, job satisfaction, and career intentions using a sample of 3,390 military personnel. Consistent with moral identity research, personnel who reported stronger moral identity and who perceived their leaders as higher in ethical leadership were less likely to engage in unethical behavior. Consistent with organizational identification research, higher levels of perceived ethical leadership led to greater organizational identification, which then predicted organizational outcomes (i.e., morale, job satisfaction, and turnover intentions). The findings show the importance of ethical leadership and identity for organizational outcomes.

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