Julia Tomlinson

Bio: Julia Tomlinson is an academic researcher from University College London. The author has contributed to research in topics: Ocular dominance & Visual field. The author has an hindex of 2, co-authored 2 publications receiving 320 citations.

Objects look different sizes in the right and left eyes.

Abstract: Coren and Porac (1976) reported that objects looked larger in the right eye of right-eye dominant subjects and in the left eye of left-eye dominant subjects. This paper attempts to repeat that finding. Two circles of same or different size were presented haploscopically in a binocular three-field tachistoscope, to right or left visual half-field and to the upper or lower visual field, one to the right eye and one to the left. A total of 43 subjects reported which of the two circles was the larger, each subject carrying out 120 trials of the experiment. Overall subjects reported that the stimulus to the left eye was significantly larger than that presented to the right eye. There was no association with eye dominance, and therefore the Coren and Porac finding could not be repeated. There was however a very significant association with handedness, left-handed subjects tending to report that the stimulus in the right eye looked larger, and right-handed subjects reporting that the stimulus in the left eye looked larger.

Egos inflating over time: a cross-temporal meta-analysis of the Narcissistic Personality Inventory.

Abstract: A cross-temporal meta-analysis found that narcissism levels have risen over the generations in 85 samples of American college students who completed the 40-item forced-choice Narcissistic Personality Inventory (NPI) between 1979 and 2006 (total n=16,475) Mean narcissism scores were significantly correlated with year of data collection when weighted by sample size (beta=53, p<001) Since 1982, NPI scores have increased 033 standard deviation Thus, almost two-thirds of recent college students are above the mean 1979-1985 narcissism score, a 30% increase The results complement previous studies finding increases in other individualistic traits such as assertiveness, agency, self-esteem, and extraversion

Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes

Abstract: Although a growing number of leadership writers argue leader humility is important to organizational effectiveness, little is known about the construct, why some leaders behave more humbly than oth...

Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership

Abstract: We draw on eight different lab and field samples to delineate the effects of expressed humility on several important organizational outcomes, including performance, satisfaction, learning goal orientation, engagement, and turnover. We first review several literatures to define the construct of expressed humility, discuss its implications in social interactions, and distinguish expressed humility from related constructs. Using five different samples, Study 1 develops and validates an observer-report measure of expressed humility. Study 2 examines the strength of expressed humility predictions of individual performance and contextual performance (i.e., quality of team member contribution) relative to conscientiousness, global self-efficacy, and general mental ability. This study also reveals that with regard to individual performance, expressed humility may compensate for lower general mental ability. Study 3 reports insights from a large field sample that examines the relationship between leader-expressed humility and employee retention as mediated by job satisfaction and employee engagement as mediated by team learning orientation. We conclude with recommendations for future research.

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

Abstract: In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through c...

Bringing humility to leadership: Antecedents and consequences of leader humility:

Abstract: As noted by McGill and Slocum (1998), effective leadership tends to operate as a contingency theory. The romanticized notion of celebrity CEOs that has been lionized in the popular business press has its place in the leadership pantheon, but, like any other approach to leadership, has limitations in its application. In particular, as discussed by Collins (2001a), sustained organizational functioning is more likely to be the result of the celebrity’s antithesis, a person possessing a blend of humility and strong personal will. This article draws from a diversity of sources in order to explore this potential nexus between humility and leadership. It offers a precise conceptualization of the concept of humility, identifies traits that are predictors of humility as well as the specific leadership behaviors that are likely to be the outcomes of high levels of humility.