Industrial and Organizational Psychology Commons^™

Narcissism And Risk-Taking For Others, Tyler B. Cowley

LSU Master's Theses

While prior findings demonstrate that narcissists are excessively risk-seeking for themselves, research does not yet understand if their risk-seeking behaviors extend to others as well. This paper examines the role of narcissism in risk-taking on behalf of others. I hypothesize that narcissists will take more risks when deciding for others because they lack empathy and perspective taking. Therefore, narcissists are more likely to take risks based on their personal preferences, rather than the recipient’s desires. To test my hypotheses, participants completed the Balloon Analogue Risk Task (BART) for themselves, another individual, and an anonymous individual, followed by completing the Narcissistic …

Organizational Commitment Profiles And Employee Well-Being: A Latent Profile Analysis, Hannah E. Perkins

LSU Master's Theses

The present study examined the influence that employees’ organizational commitment profile has on both work and non-work outcomes. While the nomological network of the three-component model of organizational commitment has been studied widely, the application of the latent profile analysis (LPA) has changed the way researchers explore organizational commitment. Specifically, while variable centered approaches (e.g., correlations, multiple regression) measure each type of commitment independently and ultimately assume the linear relationships detected are applicable to every employee, a person-centered approach (e.g., latent profile analysis) groups individuals according to patterns of the reported target variables, allowing researchers to explore the combined or …

The Effects Of Team Surface-Level Diversity On Creativity & Innovation, Roman Mitchell

Faculty Publications

During the last 20 years, the global marketplace has become more competitive due to increased globalization, aggressive market competition, and changing customer demands. This has forced organizations to assemble teams with diverse knowledge, skills, and abilities to remain competitive. However, previous meta-analytic investigations examining the relationship between team surface-level diversity (i.e., race or gender identity), creativity, and innovation have indicated a small negative relationship. Despite the said positive effects of team diversity, theory and empirical evidence suggests that increased surface-level team diversity leads to decreased team collaboration, team cohesion, and diminished creativity and innovation (Bell, 2007).

This study explores the …