Person: Gino, Francesca
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Gino
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Francesca
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Gino, Francesca
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Publication The Self-presentational Consequences of Upholding One’s Stance in Spite of the Evidence(Elsevier BV, 2019-09) John, Leslie; Jeong, Martha; Gino, Francesca; Huang, LauraFive studies explore the self-presentational consequences of refusing to “back down” – that is, upholding a stance despite evidence of its inaccuracy. Using data from an entrepreneurial pitch competition, Study 1 shows that entrepreneurs tend not to back down even though investors are more impressed by entrepreneurs who do. Next, in two sets of experiments, we unpack the psychology underlying why actors refuse to publicly back down and investigate observers’ impressions of those actors. Specifically, we show that observers view people who refuse to back down as confident but unintelligent, and these perceptions drive consequential decisions about such refusers, such as whether to invest in their ideas (Studies 1 & 2) or whether to hire them (Study 3). Although actors can intuit these effects (Study 4), this understanding is not reflected in their behavior because they are concerned with saving face (Study 5).Publication The energizing nature of work engagement: Toward a new need-based theory of work motivation(Elsevier BV, 2017) Green, Paul; Finkel, Eli J.; Fitzsimons, Grainne M.; Gino, FrancescaWe present theory suggesting that experiences at work that meet employees’ expectations of need fulfillment drive work engagement. Employees have needs (e.g., a desire to be authentic) and they also have expectations for how their job or their organization will fulfill them. We argue that experiences at work that confirm employees’ need fulfillment expectations yield a positive emotional state that is energizing, and that this energy is manifested in employees’ behaviors at work. Our theorizing draws on a review of the work engagement literature, in which we identify three core characteristics of work engagement: (a) a positive emotional state that (b) yields a feeling of energy and (c) leads to positive work-oriented behaviors. These key themes provide the foundation for further theorizing suggesting that interactions at work confirm or disconfirm employees’ need fulfillment expectations, leading to different levels of engagement. We extend our theorizing to argue that confirmation, or disconfirmation, of different need expectations will yield emotional experience of varying magnitudes, with confirmation of approach-oriented need expectations exerting stronger effects than the confirmation of avoidance-oriented need expectations. We close with a review suggesting that organizational contextual features influence the expression of these needs, sustaining or undermining the positive emotional experiences that fuel work engagement.Publication Effective Leadership of Surgical Teams: A Mixed Methods Study of Surgeon Behaviors and Functions(Elsevier, 2017) Stone, Juliana L.; Aveling, Emma-Louise; Frean, Molly; Shields, Morgan C.; Wright, Cameron; Gino, Francesca; Sundt, Thoralf; Singer, SaraBackground: The importance of effective team leadership for achieving surgical excellence is widely accepted, but we understand less about the behaviors that achieve this goal. We studied cardiac surgical teams to identify leadership behaviors that best support surgical teamwork. Methods: We observed, surveyed, and interviewed cardiac surgical teams, including 7 surgeons and 116 team members, from September 2013 to April 2015. We documented 1,926 surgeon/team member interactions during 22 cases, coded them by behavior type and valence (ie, positive/negative/neutral), and characterized them by leadership function (conductor, elucidator, delegator, engagement facilitator, tone setter, being human, and safe space maker) to create a novel framework of surgical leadership derived from direct observation. We surveyed nonsurgeon team members about their perceptions of individual surgeon's leadership effectiveness on a 7-point Likert scale and correlated survey measures with individual surgeon profiles created by calculating percentage of behavior types, leader functions, and valence. Results: Surgeon leadership was rated by nonsurgeons from 4.2 to 6.2 (mean, 5.4). Among the 33 types of behaviors observed, most interactions constituted elucidating (24%) and tone setting (20%). Overall, 66% of interactions (range, 43%–84%) were positive and 11% (range, 1%–45%) were negative. The percentage of positive and negative behaviors correlated strongly (r = 0.85 for positive and r = 0.75 for negative, p < 0.05) with nonsurgeon evaluations of leadership. Facilitating engagement related most positively (r = 0.80; p = 0.03), and negative forms of elucidating, ie, criticism, related most negatively (r = –0.81; p = 0.03). Conclusions: We identified 7 surgeon leadership functions and related behaviors that impact perceptions of leadership. These observations suggest actionable opportunities to improve team leadership behavior.Publication Time, Money, and Morality(SAGE Publications, 2013-11-14) Gino, Francesca; Mogilner, CassieMoney, a resource that absorbs much daily attention, seems to be present in much unethical behavior thereby suggesting that money itself may corrupt. This research examines a way to offset such potentially deleterious effects—by focusing on time, a resource that tends to receive less attention than money but is equally ubiquitous in our daily lives. Across four experiments, we examine whether shifting focus onto time can salvage individuals' ethicality. We found that implicitly activating the construct of time, rather than money, leads individuals to behave more ethically by cheating less. We further found that priming time reduces cheating by making people reflect on who they are. Implications for the use of time versus money primes in discouraging or promoting dishonesty are discussed.Publication Guilt Enhances the Sense of Control and Drives Risky Judgments(American Psychological Association, 2014-10-28) Kouchaki, M.; Oveis, C.; Gino, FrancescaThe present studies investigate the hypothesis that guilt influences risk-taking by enhancing one's sense of control. Across multiple inductions of guilt, we demonstrate that experimentally induced guilt enhances optimism about risks for the self (Study 1), preferences for gambles versus guaranteed payoffs (Studies 2, 4, and 6), and the likelihood that one will engage in risk-taking behaviors (Study 5). In addition, we demonstrate that guilt enhances the sense of control over uncontrollable events, an illusory control (Studies 3, 4, and 5), and found that a model with illusory control as a mediator is consistent with the data (Studies 5 and 6). We also found that a model with feelings of guilt as a mediator, but not generalized negative affect, fits the data (Study 4). Finally, we examined the relative explanatory power of different appraisals and found that appraisals of illusory control best explain the influence of guilt on risk-taking (Study 6). These results provide the first empirical demonstration of the influence of guilt on sense of control and risk-taking, extend previous theorizing on guilt, and more generally contribute to our understanding of how specific emotions influence cognition and behavior.Publication The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty(Cornell University, The Johnson School, 2014-10-28) Casciaro, Tiziana; Gino, Francesca; Kouchaki, MaryamTo create social ties to support their professional or personal goals, people actively engage in instrumental networking. Drawing from moral psychology research, we posit that this intentional behavior has unintended consequences for an individual's morality. Unlike personal networking in pursuit of emotional support or friendship, and unlike social ties that emerge spontaneously, instrumental networking in pursuit of professional goals can impinge on an individual's moral purity—a psychological state that results from viewing the self as clean from a moral standpoint—and thus make an individual feel dirty. We theorize that such feelings of dirtiness decrease the frequency of instrumental networking and, as a result, work performance. We also examine sources of variability in networking-induced feelings of dirtiness by proposing that the amount of power people have when they engage in instrumental networking influences how dirty this networking makes them feel. Three laboratory experiments and a survey study of lawyers in a large North American law firm provide support for our predictions. We call for a new direction in network research that investigates how network-related behaviors associated with building social capital influence individuals' psychological experiences and work outcomes.Publication Does "Could" Lead to Good? Toward a Theory of Moral Insight(2014-12-09) Zhang, Ting; Gino, Francesca; Margolis, JoshuaWe introduce the construct of moral insight and study how it can be elicited when people face ethical dilemmas—challenging decisions that feature tradeoffs between competing and seemingly incompatible values. Moral insight consists of discovering solutions that move beyond selecting one conflicting ethical option over another. Moral insight encompasses both a cognitive process and a discernible output: it involves the realization that an ethical dilemma might be addressed other than by conceding one set of moral imperatives to meet another, and it involves the generation of solutions that allow competing objectives to be met. Across four studies, we find that moral insight is generated when individuals are prompted to consider the question "What could I do?" in place of their intuitive approach of considering "What should I do?" Together, these studies point toward a theory of moral insight and important practical implications.Publication Handshaking Promotes Cooperative Dealmaking(2014-12-09) Schroeder, Juliana; Risen, Jane; Gino, Francesca; Norton, MichaelHumans use subtle sources of information—like nonverbal behavior—to determine whether to act cooperatively or antagonistically when they negotiate. Handshakes are particularly consequential nonverbal gestures in negotiations because people feel comfortable initiating negotiations with them and believe they signal cooperation (Study 1). We show that handshakes increase cooperative behaviors, affecting outcomes for integrative and distributive negotiations. In two studies with MBA students, pairs who shook hands before integrative negotiations obtained higher joint outcomes (Studies 2a and 2b). Pairs randomly assigned to shake hands were more likely to openly reveal their preferences on trade-off issues, which improved joint outcomes (Study 3). In a fourth study using a distributive negotiation, pairs of executives assigned to shake hands were less likely to lie about their preferences and crafted agreements that split the bargaining zone more equally. Together, these studies show that handshaking promotes the adoption of cooperative strategies and influences negotiation outcomes.Publication Thick as Thieves? Dishonest Behavior and Egocentric Social Networks(2015-02-13) Lee, Jooa; Im, Dong-Kyun; Parmar, Bidhan; Gino, FrancescaPeople experience a threat to their moral self-concept in the face of discrepancies between their moral values and their unethical behavior. We theorize that people’s need to restore their view of themselves as moral activates thoughts of a high-density personal social network. Such thoughts also lead people to be more likely to engage in further unethical behavior. In five experiments, participants reflected on their past unethical behavior, and then completed a task designed to measure network density. Those who cheated more frequently in the past, recalled their negative moral identity, or decided to lie were more likely to activate a high-density network (Experiment 1-3). Using a mediation-by-moderation approach (Experiment 4), we confirm that this link between dishonesty and network density is explained by a threat to positive self-concept. Importantly, activating a dense network after engaging in dishonest behavior allows further dishonest behavior in a subsequent task (Experiment 5).Publication Reducing Bounded Ethicality: How to Help Individuals Notice and Avoid Unethical Behavior(Elsevier, 2015) Zhang, Ting; Fletcher, Pinar O.; Gino, Francesca; Bazerman, MaxResearch on ethics has focused on the factors that help individuals act ethically when they are tempted to cheat. However, we know little about how best to help individuals notice unethical behaviors in others and in themselves. This paper identifies a solution: instilling a mindset of vigilance. In an experiment, individuals playing the role of financial advisers recommended one of four possible investments to their clients. Unbeknown to these advisers, one of the funds under consideration was actually a fraudulent feeder fund of Madoff Investment Securities. Results from this empirical study demonstrate that instilling vigilance by asking individuals to indicate their suspicions prior to making a decision was critical to helping them notice fraudulent behavior and act on that information. In contrast, committing to a decision prior to contemplating suspicions precluded individuals from subsequently integrating critical information about the fund’s fraudulent activity. We extend these findings to other interventions aimed at helping managers notice unethical behavior.