Why are men less likely than women to embrace environmentally friendly products and behaviors? Whereas prior research attributes this gender gap in sustainable consumption to personality differences between the sexes, we propose that it may also partially stem from a prevalent association between green behavior and femininity, and a corresponding stereotype (held by both men and women) that green consumers are more feminine. Building on prior findings that men tend to be more concerned than women with gender-identity maintenance, we argue that this greenfeminine stereotype may motivate men to avoid green behaviors in order to preserve a macho image. A series of seven studies provides evidence that the concepts of greenness and femininity are cognitively linked and shows that, accordingly, consumers who engage in green behaviors are stereotyped by others as more feminine and even perceive themselves as more feminine. Further, men's willingness to engage in green behaviors can be influenced by threatening or affirming their masculinity, as well as by using masculine rather than conventional green branding. Together, these findings bridge literatures on identity and environmental sustainability and introduce the notion that due to the green-feminine stereotype, genderidentity maintenance can influence men's likelihood of adopting green behaviors.

The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecutive days, we found that leaders' displays of ethical behavior were positively associated with increases in abusive behavior the following day. This association was mediated by increases in depletion and moral credits owing to their earlier displays of ethical behavior. These results suggest that attention is needed to balance the benefits of ethical leader behaviors for recipients against the challenges that such behaviors pose for actors, which include feelings of mental fatigue and psychological license and ultimately abusive interpersonal behaviors. (PsycINFO Database Record

Getting the best has been advocated as an ideal in almost every domain of life. We propose that maximizing constitutes a mind-set that may be situationally activated and has cross-domain consequences. Specifically, we show that the maximizing mind-set amplifies regret and dissatisfaction, increases the likelihood of returning and switching products, and affects sensory experiences such as taste. The effect of the maximizing mind-set occurs only when consumers learn that they do not get the best but not when they do in fact get the best. We validate our conception of the maximizing mind-set by demonstrating its embrace of underlying processes of comparisons and goals.

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Although conscientiousness was commonly viewed as a type of personal resource to help individuals reduce strain or mitigate the impacts of stressors, empirical research demonstrated mixed results. Based on the personal resource allocation perspective, we posited that rather than functioning as personal resource per se, conscientiousness may act as a key factor influencing how individuals allocate their personal resources. The current study examined the moderating roles of conscientiousness in the relationships that work stressors (i.e., challenge stressors and hindrance stressors) have with employee psychological strain and job performance by using multi-source, time-lagged data collected from 250 employees working at two companies. The results showed that both challenge stressors and hindrance stressors were positively related to psychological strain. Conscientiousness moderated the relationships between both stressors and psychological strain, such that the positive relationships were stronger for individuals with high conscientiousness. Conscientiousness also moderated the relationship between challenge stressors and performance, such that the relationship was positive for individuals with high conscientiousness but negative for those with low conscientiousness. Altogether, the findings suggest that conscientiousness acts as a double-edged sword that both promotes performance and exacerbates the stress reaction of employees when they are confronted with stressful situations.the outcome under consideration (e.g., performance or psychological strain). It is the first attempt to demonstrate the double-edged effect of conscientiousness in a single model and highlights the need to consider not only the work environment and individual differences, but the outcomes as well.