Psychology

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    The duality of bias: Predictors of racially motivated Differential Test Functioning in interview evaluations
    (2011) Aiken, Juliet Renee; Hanges, Paul J; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Despite continued interest in and research on discrimination, the complex nature of the process through which it emerges has not been adequately explored. In the current study, I assessed racially-motivated Differential Test Functioning (DTF) and its drivers in an interview context. Specifically, I investigated patterns of DTF-for, DTF-against, and no DTF across three studies. Moreover, I predicted five patterns of responding using in-group belonging (rater race and ethnic identity), prejudice, and motivation to hide prejudice. Results indicate that patterns of responding indicative of DTF-against blacks, DTF-against whites, and no DTF emerged in both student and adult samples. Additionally, in-group belonging and a motivation to hide prejudice appear to predict bias-against, whereas a low in-group belonging may result in no DTF. Implications for research and practice are discussed.
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    Virtually a Leader: Mitigating Process Losses through Shared Team States
    (2009) Aiken, Juliet Renee; Hanges, Paul J; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Research on virtual teams reveals that virtual teams do not operate in the same way as non-virtual teams. Despite increasing interest in this field, virtuality's impact on teams through an integrated IPO framework has yet to be assessed. The current study addresses this limitation by examining how virtuality impacts shared team states, and, subsequently, how shared team states impact communication, and how communication impacts outcomes. Further, this study investigated the role leadership plays in reducing process losses encountered by virtual teams. Results indicate that virtuality impacts the formation of shared team states, and leadership moderates this relationship, but in an unexpected direction. Shared team states were not found to contribute to communication, and communication did not predict outcomes. However, virtuality was found to directly affect communication, and the interaction between virtuality and leadership affected outcomes. Implications for research and practice are discussed.