We develop and test an integrative model that examines the fit between compensation schemes, executives' characteristics, and situational factors. We propose that a fit among all three factors is crucial to motivate desirable managerial behaviors. Using a specially designed management simulation, our study demonstrates that the effectiveness of incentive compensation to motivate managerial behaviors depends on executives' core self‐evaluation and firm performance. Our results show that, relative to fixed salary compensation, executives with higher core self‐evaluation respond to incentive compensation with greater perseverance, competitive strategy focus, ethical behavior, and strategic risk taking during organizational decline. However, these interaction effects are not present during organizational growth. Our theory and empirical evidence provide significant insights into the complex relationships among compensation schemes, executives' characteristics, firm performance, and managerial behaviors. Copyright © 2012 John Wiley & Sons, Ltd.

Leaders frequently form stronger relationships with certain subordinates moreso than others, creating an inner circle of close friendships and an outer circle of more distant relationships. Three studies examine the effects of inner-circle membership on group dynamics and interpersonal influence in hierarchical teams. Study 1 finds that, compared to outer-circle members, inner-circle members feel safer and participate in the group discussion more, and leaders recognize them as making a greater contribution and allocate a larger bonus to them. Consequently, inner-circle members influence the groups' decisions more, and team decision quality improves when inner-circle members possess expert knowledge. Study 2 finds that leaders attended to and recalled suggestions from their inner circle more regardless of argument strength, suggesting heuristic information processing. Study 3 replicates these findings using intact teams in a large governmental agency. Implications for leadership and group decision making are discussed.

One hundred twenty university counseling centers and athletic-department websites were viewed and analyzed for the provision of sport psychology services specifically to NCAA (National Collegiate Athletic Association) Division I Football Bowl Championship Series (FBS) student athletes. Using content-analysis methodology, the present research identified a fair number of university athletic departments (n = 29) and university counseling centers (n = 6) that provided specific sport psychology services. In addition, most athletic departments and counseling centers that provided sport psychology services had one individual on staff who was listed as the service provider. Results of the study are discussed in relation to providing a current understanding of the extent to which sport psychology is presently being provided to NCAA Division I FBS university student athletes. Future qualitative research is recommended to examine the work of professionals providing sport psychology services in athletic departments and counseling centers to better understand the precise nature of the services provided.

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