Research has shown that individuals with high levels of psychopathic personality traits are likely to cause harm to others in the workplace. However, there is little academic literature on the potentially adaptive outcomes of corporate psychopathy, particularly because the “boldness” psychopathy domain has largely been under-acknowledged in this literature. This study aimed to elaborate on past findings by examining the associations between psychopathy, as operationalized using scales from the relatively new triarchic model of psychopathy, and both adaptive and maladaptive workplace (...) behaviors. Participants were 343 working community adults who completed a series of self-report questionnaires that measured psychopathy and various workplace behaviors, including counterproductive work behaviors, tactics of influence, unethical decision-making, leadership strategies, team play, and creativity. Structural equation modeling was used to estimate the associations between latent constructs of boldness, meanness, and disinhibition, and the eight different constructs related to workplace behaviors. It was found that boldness preferentially predicted the use of soft tactics of influence, adaptive leadership, and team play, and negatively predicted passive leadership. Meanness predicted unethical decision-making, poor team play, and hard tactics of influence. Disinhibition positively predicted CWB and passive leadership. Meanness also moderated the association between disinhibition and CWB, in that greater scores on both psychopathy domains indicated greater levels of CWB. These findings provide conceptual support for the triarchic model, including the “boldness” domain, which measures adaptive aspects of psychopathy in addition to maladaptive ones, as well as suggest that not all individuals high on psychopathy would be an overt menace to the workplace. The different psychopathy traits may also interact with each other to predict different types or levels of workplace behaviors. (shrink)

This paper outlines the experience of four universities that collaborated on a pre-arrival shared reading project, the Big Read, in 2018/2019. They did so primarily to promote student engagement and retention and also to ease the transition into higher education, particularly for first-generation students, to promote staff connectedness, and to provide a USP for their institution. The paper covers all the associated processes, from isolating the respective aims of the collaborators to the choosing and sharing of a single agreed title. (...) In analysing the outcomes, recommendations are made for future cross-institutional projects of this kind. (shrink)

Introduction -- How tolerance & cooperation can build character & leadership skills -- Politics, human rights & the world around you -- Using newspapers & other media to understand the world around you -- The importance of racial & religious tolerance -- Understanding other people's needs -- Learning to work with others -- Friends & relationships.

Instances in which we cannot retrieve information immediately but know that the information might be retrieved later are subjective states that accompany retrieval failure. These are expressed in feeling-of-knowing and Tip-of-the-tongue experiences. In Experiment 1, participants with Parkinson’s disease and older adult controls were given general questions and asked to report when they experienced a TOT state and to give related information about the missing word. The PD group experienced similar levels of TOTs but provided less correct peripheral information related (...) to the target when in a TOT state. In Experiment 2, participants were given a Semantic and an Episodic FOK task. PD patients failed to accurately predict their future memory performance in response to both episodic and semantic cues. Results are interpreted in the context of recent frameworks of memory and metacognition. (shrink)

It is well-recognised that workers may have intrinsic—as well as extrinsic—motivations. Previous studies have identified that public sector workers typically have a higher level of intrinsic motivation, compared to workers in the private sector. This paper compares intrinsic motivation among 30,000+ workers in the two sectors across 51 countries using data from the World Values Survey. We find that public sector workers exhibit higher intrinsic motivation in many countries, but that this is not a universal relationship. One possibility is that (...) public sector mission may influence whether or not motivated workers choose to work in the sector. In support of this, we show that the level of corruption—which plausibly affects mission—can explain some of the variation across countries in the proportion of motivated workers in the sector. (shrink)