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The current research integrates social cognitive theories of psychological construals and information processing with theories of social identity to identify the conditions under which multiculturalism helps versus hinders positive intergroup relations. Three experiments investigated how abstract vs. concrete construals of multiculturalism impact majority group members' attitudes and behavioral intentions toward ethnic minorities in the US. Experiments 1 and 2 demonstrated that construing multiculturalism in abstract terms by highlighting its broad goals reduced majority group members' prejudice toward ethnic minorities by decreasing the extent to which diversity is seen as threatening the national group. However, construing multiculturalism in concrete terms by highlighting specific ways in which its goals can be achieved increased majority group members' prejudice toward minorities by amplifying the extent to which diversity is seen as threatening the national group. Experiment 3 then revealed that a different concrete construal that incorporates values and practices of both majority and minority groups reduced perceived threats to the national group and in turn attenuated prejudice and increased desire for contact with ethnic minorities. Collectively, these experiments demonstrate when and why multiculturalism leads to positive versus negative intergroup outcomes, while identifying new ways in which multiculturalism can be successfully implemented in pluralistic nations.

yes / Purpose – The purpose of this paper is to explore theoretical connections between the cognitive consequences of power on self-perception and the behaviours of leaders. Design/methodology/approach – A systematic literature review was carried out to investigate the psychological consequences of power in terms of self-perception, perspective taking abilities, emotions and behaviours. The literature reviewed is further integrated in a theoretical model, and a series of propositions suggesting a relation between power, perspective taking, self-construal and leadership are introduced. Findings – This paper argues that power creates both temporary and enduring cognitive changes that transform the way individuals assimilate and differentiate their self from others. This transforms the way individuals in power behave as leaders, as well as followers. Individuals’ self-construal and perspective taking seem to play a mediating role in determining the behaviours of powerful and powerless individuals. This relation is moderated by organizational culture and structure, as well as personality traits. Research limitations/implications – Further research is needed to test these propositions, including the existence of cross-cultural differences in the power – self-construal relation, and the consequences of holding different types of power on an individual's self-construal. For employees and consultants working in organizational development and organizational change, understanding the potential consequences of power in terms of self-perception will improve the understanding of promoting individuals to higher positions. The present research also bears implications for scholars interested in understanding cross-cultural and gender differences in leadership. Originality/value – This conceptualization of self-construal as an interface between power and leadership reconcile the individual dynamics of trait theories of leadership and the environmental positions of situational theories of leadership. The paper discusses elements considered critical for design of leadership programs in the workplace, professional development and programs to shape the design of leadership.

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No description available.