Showing papers in "Journal of Applied Psychology in 2008"

Early predictors of job burnout and engagement.

Abstract: A longitudinal study predicted changes in burnout or engagement a year later by identifying 2 types of early indicators at the initial assessment. Organizational employees (N = 466) completed measures of burnout and 6 areas of worklife at 2 times with a 1-year interval. Those people who showed an inconsistent pattern at Time 1 were more likely to change over the year than were those who did not. Among this group, those who also displayed a workplace incongruity in the area of fairness moved to burnout at Time 2, while those without this incongruity moved toward engagement. The implications of these 2 predictive indicators are discussed in terms of the enhanced ability to customize interventions for targeted groups within the workplace.

Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity.

Abstract: Researchers have obtained conflicting results about the role of prosocial motivation in persistence, performance, and productivity. To resolve this discrepancy, I draw on self-determination theory, proposing that prosocial motivation is most likely to predict these outcomes when it is accompanied by intrinsic motivation. Two field studies support the hypothesis that intrinsic motivation moderates the association between prosocial motivation and persistence, performance, and productivity. In Study 1, intrinsic motivation strengthened the relationship between prosocial motivation and the overtime hour persistence of 58 firefighters. In Study 2, intrinsic motivation strengthened the relationship between prosocial motivation and the performance and productivity of 140 fundraising callers. Callers who reported high levels of both prosocial and intrinsic motivations raised more money 1 month later, and this moderated association was mediated by a larger number of calls made. I discuss implications for theory and research on work motivation.

Power and sensitivity of alternative fit indices in tests of measurement invariance.

Abstract: Confirmatory factor analytic tests of measurement invariance (MI) based on the chi-square statistic are known to be highly sensitive to sample size. For this reason, G. W. Cheung and R. B. Rensvold (2002) recommended using alternative fit indices (AFIs) in MI investigations. In this article, the authors investigated the performance of AFIs with simulated data known to not be invariant. The results indicate that AFIs are much less sensitive to sample size and are more sensitive to a lack of invariance than chi-square-based tests of MI. The authors suggest reporting differences in comparative fit index (CFI) and R. P. McDonald's (1989) noncentrality index (NCI) to evaluate whether MI exists. Although a general value of change in CFI (.002) seemed to perform well in the analyses, condition specific change in McDonald's NCI values exhibited better performance than a single change in McDonald's NCI value. Tables of these values are provided as are recommendations for best practices in MI testing.

The relationship of age to ten dimensions of job performance.

Abstract: Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.

Moral disengagement in ethical decision making: A study of antecedents and outcomes.

Abstract: This article advances understanding of the antecedents and outcomes of moral disengagement by testing hypotheses with 3 waves of survey data from 307 business and education undergraduate students. The authors theorize that 6 individual differences will either increase or decrease moral disengagement, defined as a set of cognitive mechanisms that deactivate moral self-regulatory processes and thereby help to explain why individuals often make unethical decisions without apparent guilt or self-censure (Bandura, 1986). Results support 4 individual difference hypotheses, specifically, that empathy and moral identity are negatively related to moral disengagement, while trait cynicism and chance locus of control orientation are positively related to moral disengagement. Two additional locus of control orientations are not significantly related to moral disengagement. The authors also hypothesize and find that moral disengagement is positively related to unethical decision making. Finally, the authors hypothesize that moral disengagement plays a mediating role between the individual differences they studied and unethical decisions. Their results offer partial support for these mediating hypotheses. The authors discuss the implications of these findings for future research and for practice.

Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance.

Abstract: The authors propose that broad aspects of lateral relationships, conceptualized as coworker support and coworker antagonism, are linked to important individual employee outcomes (role perceptions, work attitudes, withdrawal, and effectiveness) in a framework that synthesizes several theoretical predictions. From meta-analytic tests based on 161 independent samples and 77,954 employees, the authors find support for most of the proposed linkages. Alternative explanations are ruled out, as results hold when controlling for leader influences and mediation processes. The authors also observe differential strengths of coworker influence based on its valence, content, and severity, and on the social intensity of the task environment. The authors conclude with a call for more comprehensive, complex theory and investigation of coworker influences as part of the social environment at work.

The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions.

Abstract: Does task significance increase job performance? Correlational designs and confounded manipulations have prevented researchers from assessing the causal impact of task significance on job performance. To address this gap, 3 field experiments examined the performance effects, relational mechanisms, and boundary conditions of task significance. In Experiment 1, fundraising callers who received a task significance intervention increased their levels of job performance relative to callers in 2 other conditions and to their own prior performance. In Experiment 2, task significance increased the job dedication and helping behavior of lifeguards, and these effects were mediated by increases in perceptions of social impact and social worth. In Experiment 3, conscientiousness and prosocial values moderated the effects of task significance on the performance of new fundraising callers. The results provide fresh insights into the effects, relational mechanisms, and boundary conditions of task significance, offering noteworthy implications for theory, research, and practice on job design, social information processing, and work motivation and performance.

Does stereotype threat affect test performance of minorities and women? A meta-analysis of experimental evidence.

Abstract: A meta-analysis of stereotype threat effects was conducted and an overall mean effect size of |.26| was found, but true moderator effects existed. A series of hierarchical moderator analyses evidenced differential effects of race- versus gender-based stereotypes. Women experienced smaller performance decrements than did minorities when tests were difficult: mean ds |.36| and |.43|, respectively. For women, subtle threat-activating cues produced the largest effect, followed by blatant and moderately explicit cues: ds |.24|, |.18|, and |.17|, respectively; explicit threat-removal strategies were more effective in reducing stereotype threat effects than subtle ones: ds |.14| and |.33|, respectively. For minorities, moderately explicit stereotype threat-activating cues produced the largest effect, followed by blatant and subtle cues: ds |.64|, |.41|, and |.22|, respectively; explicit removal strategies enhanced stereotype threat effects compared with subtle strategies: ds |.80| and |.34|, respectively. In addition, stereotype threat affected moderately math-identified women more severely than highly math-identified women: ds |.52| and |.29|, respectively; low math-identified women suffered the least from stereotype threat: d |.11|. Theoretical and practical implications of these findings are discussed.

Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior.

Abstract: In this research, the authors test a model in which the regulatory focus of employees at work mediates the influence of leadership on employee behavior. In a nationally representative sample of 250 workers who responded over 2 time periods, prevention focus mediated the relationship of initiating structure to in-role performance and deviant behavior, whereas promotion focus mediated the relationship of servant leadership to helping and creative behavior. The results indicate that even though initiating structure and servant leadership share some variance in explaining other variables, each leadership style incrementally predicts disparate outcomes after controlling for the other style and dispositional tendencies. A new regulatory focus scale, the Work Regulatory Focus (WRF) Scale, also was developed and initially validated for this study. Implications for the results and the WRF Scale are discussed.

"Did you have a nice evening?" A day-level study on recovery experiences, sleep, and affect.

Abstract: In this study, the authors used a within-person design to examine the relation between recovery experiences (psychological detachment, relaxation, mastery experiences) during leisure time, sleep, and affect in the next morning. Daily survey data gathered over the course of 1 work week from 166 public administration employees analyzed with a hierarchical linear modeling approach showed that low psychological detachment from work during the evening predicted negative activation and fatigue, whereas mastery experiences during the evening predicted positive activation and relaxation predicted serenity. Sleep quality showed relations with all affective states variables. This study adds to research on job-stress recovery and affect regulation by showing which specific experiences from the nonwork domain may improve affect before the start of the next working day.

The Development and Validation of the Workplace Ostracism Scale

Abstract: This article outlines the development of a 10-item measure of workplace ostracism. Using 6 samples (including multisource and multiwave data), the authors developed a reliable scale with a unidimensional factor structure that replicated across 4 separate samples. The scale possessed both convergent and discriminant validity, and criterion-related validity was demonstrated through the scale's relation with basic needs, well-being, job attitudes, job performance, and withdrawal. Overall, the present study suggests that the Workplace Ostracism Scale is a reliable and valid measure and that the workplace ostracism construct has important implications for both individuals and organizations.

The effects of transformational and change leadership on employees' commitment to a change: a multilevel study.

Abstract: The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.

Active learning: Effects of core training design elements on self-regulatory processes, learning, and adaptability.

Abstract: This article describes a comprehensive examination of the cognitive, motivational, and emotional processes underlying active learning approaches; their effects on learning and transfer; and the core training design elements (exploration, training frame, emotion control) and individual differences (cognitive ability, trait goal orientation, trait anxiety) that shape these processes. Participants (N 350) were trained to operate a complex, computer-based simulation. Exploratory learning and errorencouragement framing had a positive effect on adaptive transfer performance and interacted with cognitive ability and dispositional goal orientation to influence trainees’ metacognition and state goal orientation. Trainees who received the emotion-control strategy had lower levels of state anxiety. Implications for development of an integrated theory of active learning, learner-centered design, and research extensions are discussed.

Transformational Leadership and Team Innovation : Integrating Team Climate Principles

Abstract: Fostering team innovation is increasingly an important leadership function. However, the empirical evidence for the role of transformational leadership in engendering team innovation is scarce and mixed. To address this issue, the authors link transformational leadership theory to principles of M. A. West's (1990) team climate theory and propose an integrated model for the relationship between transformational leadership and team innovation. This model involves support for innovation as a mediating process and climate for excellence as a moderator. Results from a study of 33 research and development teams confirmed that transformational leadership works through support for innovation, which in turn interacts with climate for excellence such that support for innovation enhances team innovation only when climate for excellence is high.

The causal relation between job attitudes and performance: a meta-analysis of panel studies.

Abstract: Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (beta = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (beta = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa.

The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter?

Abstract: Although the teleworking literature continues to raise concerns regarding the adverse consequences of professional isolation, researchers have not examined its impact on work outcomes. Consequently, the authors first examine professional isolation's direct impact on job performance and turnover intentions among teleworkers and then investigate the contingent role of 3 salient work-mode-related factors. Survey data from a matched sample of 261 professional-level teleworkers and their managers revealed that professional isolation negatively impacts job performance and, contrary to expectations, reduces turnover intentions. Moreover, professional isolation's impact on these work outcomes is increased by the amount of time spent teleworking, whereas more face-to-face interactions and access to communication-enhancing technology tend to decrease its impact. On the basis of these findings, an agenda for future research on professional isolation is offered that takes into account telework's growing popularity as a work modality.

Quitting before leaving: the mediating effects of psychological attachment and detachment on voice.

Abstract: This research advances understanding of the psychological mechanisms that encourage or dissuade upward, improvement-oriented voice. The authors describe how the loyalty and exit concepts from A. O. Hirschman's (1970) seminal framework reflect an employee's psychological attachment to or detachment from the organization, respectively, and they argue that psychological attachment and detachment should not be considered as separate, alternative options to voice but rather as influences on voice behavior. Findings from 499 managers in the restaurant industry show that psychological detachment (measured as intention to leave) is significantly related to voice and mediates relationships between perceptions of leadership (leader-member exchange and abusive supervision) and voice, whereas psychological attachment (measured as affective commitment) is neither a direct predictor of voice nor a mediator of leadership-voice relationships.

Abusive supervision and subordinates' organization deviance.

Abstract: The authors developed an integrated model of the relationships among abusive supervision, affective organizational commitment, norms toward organization deviance, and organization deviance and tested the framework in 2 studies: a 2-wave investigation of 243 supervised employees and a cross-sectional study of 247 employees organized into 68 work groups. Path analytic tests of mediated moderation provide support for the prediction that the mediated effect of abusive supervision on organization deviance (through affective commitment) is stronger when employees perceive that their coworkers are more approving of organization deviance (Study 1) and when coworkers perform more acts of organization deviance (Study 2).

Transformational leadership and group interaction as climate antecedents: a social network analysis.

Abstract: In order to test the social mechanisms through which organizational climate emerges, this article introduces a model that combines transformational leadership and social interaction as antecedents of climate strength (i.e., the degree of within-unit agreement about climate perceptions). Despite their longstanding status as primary variables, both antecedents have received limited empirical research. The sample consisted of 45 platoons of infantry soldiers from 5 different brigades, using safety climate as the exemplar. Results indicate a partially mediated model between transformational leadership and climate strength, with density of group communication network as the mediating variable. In addition, the results showed independent effects for group centralization of the communication and friendship networks, which exerted incremental effects on climate strength over transformational leadership. Whereas centralization of the communication network was found to be negatively related to climate strength, centralization of the friendship network was positively related to it. Theoretical and practical implications are discussed.

The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes.

Abstract: This article explores the linkages between strategies for managing different types of conflict and group performance and satisfaction. Results from a qualitative study of 57 autonomous teams suggest that groups that improve or maintain top performance over time share 3 conflict resolution tendencies: (a) focusing on the content of interpersonal interactions rather than delivery style, (b) explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments, and (c) assigning work to members who have the relevant task expertise rather than assigning by other common means such as volunteering, default, or convenience. The authors’ results also suggest that teams that are successful over time are likely to be both proactive in anticipating the need for conflict resolution and pluralistic in developing conflict resolution strategies that apply to all group members.

Effectiveness of error management training: a meta-analysis.

Abstract: Error management training (EMT) is a training method that involves active exploration as well as explicit encouragement for learners to make errors during training and to learn from them. Past evaluation studies, which compared skill-based training outcomes of EMT with those of proceduralized error- avoidant training or of exploratory training without error encouragement, have yielded considerable variation in effect sizes. The present meta-analysis compiles the results of the existing studies and seeks to explain this variation. Although the mean effect of EMT across all 24 identified studies (N 2,183) was positive and significant (Cohen's d 0.44), there were several moderators. Moderator analyses showed effect sizes to be larger (a) for posttraining transfer (d 0.56) than for within-training performance and (b) for performance tasks that were structurally distinct (adaptive transfer; d 0.80) than for tasks that were similar to training (analogical transfer). In addition, both active exploration and error encouragement were identified as effective elements in EMT. Results suggest that EMT may be better suited than error-avoidant training methods for promotion of transfer to novel tasks. Errors at work are a nuisance. Errors interrupt the work flow; error correction can be time consuming and frustrating, and some workplace errors have severe consequences for individuals and for organizations. It is therefore not surprising that people usually prefer to avoid errors in the first place. Consistent with this approach, many scholars in the area of learning and training have taken a negative view of errors. A famous example is Skinner (1953), who equated errors with punishment that can inhibit be- havior but that does not contribute to learning. Similarly, Bandura (1986) viewed errors as detrimental to learning and promoted a guided and error-free learning environment. In his classical mono- graph on social-cognitive theory, he stated that "without informa- tive guidance, much of one's efforts would be expended on costly errors and needless toil" (Bandura, 1986, p. 47). The present research deals with a training method that, in contrast to these approaches, takes an explicitly positive view of errors during training. This training method, which is called error management training (EMT), is based on the assumption that errors are a natural by-product of active learning: As learners actively explore the environment, errors will inevitably occur. Furthermore, errors can have an informative function for the learner, as they pinpoint where knowledge and skills need further improvement (Ivancic & Hesketh, 1995/1996). Therefore, participants in EMT are explicitly encouraged to make errors during training and to learn from them. In early studies (e.g., Frese et al., 1991), EMT was applied to teach software skills. To determine training effectiveness, these studies compared skill-based training outcomes of EMT with those of alternative training methods. Most of these alternative methods were proceduralized training methods, which mimic conventional tutorials that adopt a negative attitude toward errors: Detailed step-by-step instructions on correct task solutions were provided to prevent participants from making errors. Other studies compared EMT with exploratory training methods that contained no more task information than did the EMT condition and that lacked the explicit encouragement and positive framing of errors during prac- tice or even gave instructions to avoid errors. Early studies con- sistently reported EMT to be effective in terms of posttraining outcomes (i.e., scores on tests given to participants after training). For example, four studies (described in Frese, 1995) reported positive and large effect sizes (Cohen's d of about 1) in favor of

Getting even for customer mistreatment: the role of moral identity in the relationship between customer interpersonal injustice and employee sabotage.

Abstract: Research on the “dark side” of organizational behavior has determined that employee sabotage is most often a reaction by disgruntled employees to perceived mistreatment. To date, however, most studies on employee retaliation have focused on intra-organizational sources of (in)justice. Results from this field study of customer service representatives (N � 358) showed that interpersonal injustice from customers relates positively to customer-directed sabotage over and above intra-organizational sources of fairness. Moreover, the association between unjust treatment and sabotage was moderated by 2 dimensions of moral identity (symbolization and internalization) in the form of a 3-way interaction. The relationship between injustice and sabotage was more pronounced for employees high (vs. low) in symbolization, but this moderation effect was weaker among employees who were high (vs. low) in internalization. Last, employee sabotage was negatively related to job performance ratings.

When employees strike back: investigating mediating mechanisms between psychological contract breach and workplace deviance.

Abstract: In this article, psychological contract breach, revenge, and workplace deviance are brought together to identify the cognitive, affective, and motivational underpinnings of workplace deviance. On the basis of S. L. Robinson and R. J. Bennett's (1997) model of workplace deviance, the authors proposed that breach (a cognitive appraisal) and violation (an affective response) initiate revenge seeking. Motivated by revenge, employees then engage in workplace deviance. Three studies tested these ideas. All of the studies supported the hypothesized relationships. In addition, self-control was found to be a moderator of the relationship between revenge cognitions and deviant acts; the relationship was weaker for people high in self-control.

The White standard: racial bias in leader categorization.

Abstract: In 4 experiments, the authors investigated whether race is perceived to be part of the business leader prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders. The first 2 studies revealed that "being White" is perceived to be an attribute of the business leader prototype, where participants assumed that business leaders more than nonleaders were White, and this inference occurred regardless of base rates about the organization's racial composition (Study 1), the racial composition of organizational roles, the business industry, and the types of racial minority groups in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could best account for differences in White and non-White leader evaluations, where White targets were evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only when the leader had recently been given credit for organizational success, consistent with the prediction that leader prototypes are more likely to be used when they confirm and reinforce individualized information about a leader's performance. The results demonstrate a connection between leader race and leadership categorization.

How Job Demands Affect Partners' Experience of Exhaustion : Integrating Work-Family Conflict and Crossover Theory

Abstract: This study among 168 couples of dual-earner parents uses insights from previous work-family conflict and crossover research to propose an integrative model delineating how job demands experienced by men and women carry over to the home domain. The authors hypothesized that for both men and women, job demands foster their own work-family conflict (WFC), which in turn contributes to their partners' home demands, family-work conflict (FWC), and exhaustion. In addition, they hypothesized that social undermining mediates the relationship between individuals' WFC and their partners' home demands. The results of structural equation modeling analyses provided strong support for the proposed model. The hypothesis that gender would moderate the model relationships was rejected. These findings integrate previous findings on work-family conflict and crossover theories and suggest fluid boundaries between the work and home domains.

Age and gender diversity as determinants of performance and health in a public organization: the role of task complexity and group size.

Abstract: The influence of age and gender composition on group performance and self-reported health disorders was examined with data from 4,538 federal tax employees working in 222 natural work unit groups. As hypothesized, age diversity correlated positively with performance only in groups solving complex decision-making tasks, and this finding was replicated when analyzing performance data collected 1 year later. Age diversity was also positively correlated with health disorders--but only in groups working on routine decision-making tasks. Gender composition also had a significant effect on group performance, such that groups with a high proportion of female employees performed worse and reported more health disorders than did gender-diverse teams. As expected, effects of gender composition were most pronounced in large groups. Effects of age diversity were found when controlling for gender diversity and vice versa. Thus, age and gender diversity seem to play a unique role in performance and well-being. The moderating role of task complexity for both effects of age diversity and the moderating role of group size for both effects of gender diversity further suggest that the impact of these 2 variables depends on different group processes (e.g., knowledge exchange, variation in gender salience).

Creating flexible work arrangements through idiosyncratic deals.

Abstract: A survey of 887 employees in a German government agency assessed the antecedents and consequences of idiosyncratic arrangements individual workers negotiated with their supervisors. Work arrangements promoting the individualization of employment conditions, such as part-time work and telecommuting, were positively related to the negotiation of idiosyncratic deals ("i-deals"). Worker personal initiative also had a positive effect on i-deal negotiation. Two types of i-deals were studied: flexibility in hours of work and developmental opportunities. Flexibility i-deals were negatively related and developmental i-deals positively related to work-family conflict and working unpaid overtime. Developmental i-deals were also positively related to increased performance expectations and affective organizational commitment, while flexibility i-deals were unrelated to either.

Leader--member exchange, differentiation, and psychological contract fulfillment: a multilevel examination.

Abstract: Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes and behaviors in the employment relationship. Therefore, using a sample of 278 members and managers of 31 intact work groups at 4 manufacturing plants, the authors examined how LMX operating at the within-group level (relative LMX, or RLMX) and the group level influenced perceptions of psychological contract fulfillment and employee-level outcomes. Controlling for individual-level perceptions of LMX quality, results indicated a positive relationship between RLMX and fulfillment, which was strengthened as group-level variability in LMX quality increased. Perceptions of fulfillment mediated the relationship between RLMX and performance and sportsmanship behaviors. The importance of conceptualizing LMX as simultaneously operating at multiple levels is highlighted.

Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings.

Abstract: Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not allow researchers to establish the causal nature of this relationship. To address this lack of knowledge regarding causality, the authors conducted 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations. Findings demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions and suggest that additional attention should be directed at both voice and organizational loyalty as important forms of citizenship behavior aimed at the organization.

The effect of gender stereotype activation on entrepreneurial intentions.

Abstract: In this study, the impact of implicit and explicit activation of gender stereotypes on men's and women's intentions to pursue a traditionally masculine career, such as entrepreneurship, was examined. On the basis of stereotype activation theory, it was hypothesized that men and women would confirm the gender stereotype about entrepreneurship when it was presented implicitly but disconfirm it when it was presented explicitly. Hypotheses were tested by randomly assigning 469 business students to one of 6 experimental conditions and then measuring their entrepreneurial intentions. Results supported the hypothesis when entrepreneurship was associated with stereotypically masculine characteristics but not when it was associated with traditionally feminine characteristics. Men also had higher entrepreneurial intention scores compared with women when no stereotypical information about entrepreneurship was presented, suggesting that underlying societal stereotypes associating entrepreneurship with masculine characteristics may influence people's intentions. However, men and women reported similar intentions when entrepreneurship was presented as gender neutral, suggesting that widely held gender stereotypes can be nullified. Practical implications and directions for future research are discussed.