t.tomovashakur@tcu.edu
Tomova Shakur, T. K., North, M.S., Berson, Y., & Oreg, S. (2024). The age of leadership: Meta‐analytic findings on the relationship between leader age and perceived leadership style and the moderating role of culture and industry type. Personnel Psychology, 77, 1403-1440.
Abstract: Managers' leadership style has a substantial impact on employee and organizational outcomes. In the present study, we consider the role of leaders’ chronological age in predicting followers’ perceptions of their leadership style. Whereas ample research uncovers relationships between individuals’ age and how these individuals are perceived by others, little is known about how leaders’ chronological age impacts others’ perceptions of their style. Even less is known about how such relationships vary across cultures and industries. We conducted a meta‐analysis (164 unique studies; N=397,456 observations) to explore these relationships, using the Full‐Range leadership model. We found that leader age was negatively related to perceptions of transformational and transactional leadership, and positively related to perceptions of passive leadership. Further, some of these effects varied on several cultural dimensions: The negative relationship between leader age and transformational leadership was weaker in collectivistic cultures, while the negative relationship with transactional leadership was stronger in high power distance cultures. Industry type also mattered: the relationship between leader age and both transformational and contingent reward leadership styles was amplified in the public sector. Lastly,perceptions of older leaders were more negative when ratings were provided by followers rather than the leaders themselves. Our findings offer both theoretical and practical implications for leading in an increasingly age‐diverse workforce, such as better informing the workforce of present age stereotypes and their imminent effect on organizations.
Tomova Shakur, T. K., & Phillips, L. T. (2022). What counts as discrimination? How principles of merit shape fairness of demographic decisions.Journal of Personality and Social Psychology, 123(5), 957-982.
Abstract: Demographic attributes (e.g., age, disability, race) frequently affect people’s decisions. We provide a novel perspective as to why such discrimination persists: Meritocratic principles lead people to perceive some demographic attributes as fair to use, rather than as discriminatory. Specifically, we theorize that meritocracyrequires that controllable and relevant inputs determine outcomes; as a result, perceived controllability and relevance affect the degree to which demographic attributes are perceived as fair to use. Moreover, we suggest perceived relevance outweighs controllability, such that even uncontrollable attributes can be perceived as fair criteria if perceived to be outcome relevant. In two qualitativestudies, we probed how people think about demographic attributes used in selection (Studies 1a–b). We find that people refer to controllability and relevance dimensions to justify their perceptions. Further, people largely associate uncontrollable, irrelevant attributes with discrimination (race, sex), neglecting attributes they perceive as controllable and/or relevant (disability, caregiving status). Next, three surveys (Studies 2a–c) support our theorizing that perceived relevance impacts fairness perceptions more strongly than perceived controllability. In three experiments (Studies 3a–c), we provide causal evidence that relevance and controllability shape perceived fairness, which in turn affects selection behaviors, including seeking information regarding demographic attributes during hiring. Finally, Study 4 demonstrates downstream consequences: Perceived controllability, relevance, and use of demographic attributes together impact employees’ psychological safety and job satisfaction. Overall, we find that principles of merit lead people to believe that even some legally protected demographic attributes are fair to use, allowing discrimination to persist.
Zhang, J. W., Chen, S., & Tomova Shakur, T. K. (2020). From Me to You: Self-Compassion Predicts Acceptance of Own and Others’ Imperfections. Personality and Social Psychology Bulletin, 46(2), 228–242.
Abstract: Self-compassion offers many personal benefits. However, whether and how the benefits of self-compassion may transmit to others remains unclear. Across three studies, we demonstrated that one way in which the benefits of being self-compassionate can spread from the self to others is by increasing acceptance of one’s own imperfections, which may, in turn, enhance acceptance of others’ imperfections. Specifically, Studies 1 and 2 found that self-compassionate people reported more acceptance of their own flaw, which, in turn, predicted greater acceptance of their romantic partner’s and acquaintance’s flaws. Study 3 used a dyadic design with romantic couples and found that self-compassion promoted felt acceptance of one’s own flaw by both members in the relationship. This occurred by virtue of acceptance of one’s own flaw, which, in turn, promoted greater acceptance of each other’s flaws. We discuss the implications of these results for future research on self-compassion.
Zhang, J. W., Chen, S., Tomova Shakur, T. K., Bilgin, B., Chai, W. J., Ramis, T., … Manukyan, A. (2019). A Compassionate Self Is a True Self? Self-Compassion Promotes Subjective Authenticity. Personality and Social Psychology Bulletin, 45(9), 1323–1337.
Abstract: Theory and research converge to suggest that authenticity predicts positive psychological adjustment. Given these benefits of authenticity, there is a surprising dearth of research on the factors that foster authenticity. Five studies help fill this gap by testing whether self-compassion promotes subjective authenticity. Study 1 found a positive association between trait self-compassion and authenticity. Study 2 demonstrated that on days when people felt more self-compassionate, they also felt more authentic. Study 3 discovered that people experimentally induced to be self-compassionate reported greater state authenticity relative to control participants. Studies 4 and 5 recruited samples from multiple cultures and used a cross-sectional and a longitudinal design, respectively, and found that self-compassion predicts greater authenticity through reduced fear of negative evaluation (Study 4) and heightened optimism (Study 5). Across studies, self-compassion’s effects on authenticity could not be accounted for by self-esteem. Overall, the results suggest that self-compassion can help cultivate subjective authenticity.
Tomova Shakur, T.K. & Derfler-Rozin, R. (1st Round R&R). Unintended Consequences of Referrals. Journal of Applied Psychology.
Tomova Shakur, T.K. & Hildreth, J.A.D. (under review). Loyalty and Network Tie Favoritism. Academy of Management Journal.
Tomova Shakur, T. K. & Jago, A. (under review). Algorithmic vs. Human Referrals and Diversity. Journal of Organizational Behavior.
Tomova Shakur, T. K. & Phillips, L. T. Network Favoritism: Motives and Consequences. Target: Journal of Management, July 2025 review issue.
Tomova Shakur, T. K. & Quintane, E. (in progress). Gender & Social Networks. Target: Academy of Management Journal.
Tomova Shakur, T. K., Shipp, A., Boyd, T. L., & Allen, D. (conceptualizing and data collection). ALICE Employees & Workplace Relationships. Target: Journal of Applied Psychology.
Tomova Shakur, T. K., Berry, P., & Allen, D. (in progress). Meta-analysis: Network Favoritism Across Cultures. Target: Journal of Applied Psychology.
Tomova Shakur, T. K. & Derfler-Rozin, R. (working paper). Effects of COVID-19 on Informal Hiring. Target: Organizational Behavior and Human Decision Processes.
Tomova Shakur, T. K. & Woehler, M. (data collection). Gender & Network Favoritism. Target: Journal of Applied Psychology.
Tomova Shakur, T. K. (research in progress). Overcompensation & Social Networks. Target: Journal of Applied Psychology.