Executive function deficits mediate the relationship between employees’ ADHD and job burnout
Abstract
Adults with Attention-Deficit/Hyperactivity Disorder (ADHD) often face significant
deficits in executive function and adverse work-related outcomes. This study aimed to explore the
role of executive function deficits in job burnout of employees with ADHD. We hypothesized that
employees with ADHD, relative to employees without ADHD, will experience higher levels of job
burnout and deficits in executive function. We also hypothesized that the ADHD-job burnout
relationship would be mediated through executive function deficits, specifically by selfmanagement to time and self-organization/problem-solving. A field study with 171 employees
provided support for the research hypotheses and mediation model in which the employees’
ADHD-job burnout relationship was mediated through executive function deficits. Additional
mediation analyses indicated that the specific executive function of self-management to time and
self-organization/problem-solving mediated the effect of ADHD on job burnout and its facets.
Specifically, for physical fatigue, the mediation was realized through self-management to time,
and for emotional exhaustion and cognitive weariness, the mediation was significant through selforganization/problem-solving. The present findings shed light on the relevance of referring ADHD
among employees, their vulnerability to job burnout, and the role of executive function deficits in
job burnout of employees with ADHD.
When attitudes and habits don’t correspond: Self-control depletion increases persuasion but not behavior
Guy Itzchakov, Liad Uziel , Wendy Wood
Attitudes
Changing attitudes does not necessarily involve the same psychological processes as changing behavior, yet
social psychology is only just beginning to identify the different mechanisms involved. We contribute to this
understanding by showing that the moderators of attitude change are not necessarily the moderators of behavior
change. The results of three studies (Ns = 98, 104, 137) employing an ego depletion manipulation indicate that
although people are more likely to agree with a persuasive message when executive control is reduced they are
not more likely to change their behavior. Rather, under conditions of ego depletion, attitudes became less correlated with behaviors after persuasion. Moreover, in Study 3, we provide an explanation for this phenom-
enon: People are more likely to agree with a persuasive message when depleted but are also more likely to fall back on habits that may conflict with their new evaluations. A mini meta-analysis of the data indicated that ego-
depletion had a medium effect size on the difference between attitude change and behavior change, N = 339, d = −0.51, 95% CI [−0.72, −0.29]. Jointly, these studies suggest an integrative, resource-based explanation
to attitude-behavior discrepancies subsequent to persuasion.
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How do people perceive listeners?
Guy Itzchakov, Geoffrey Haddock and Sarah Smith
Listening
Listening is essential in shaping social interactions,
relationships and communication. While listening research
has generated significant insights on how speakers benefit
from good listening, one fundamental question has been
largely overlooked: how do people perceive listeners?
This gap is crucial for understanding how perceptions of
listeners impact relational dynamics. In three studies (two
preregistered; total N = 1509), we assessed the attributes
and behaviours associated with good and bad listeners, and
whether the favourability of these attributes and behaviours
impact downstream consequences. In Study 1, participants
identified an acquaintance they judged as a good or bad
listener. Good listeners were rated higher in positive listening
attributes and behaviours, which mediated their perceived
warmth, competence and values. Study 2 replicated this using
a reverse correlation technique: one sample generated faces
of a good or bad listener, which were then evaluated by a
second, naïve sample. Consistent with Study 1, good listener
faces were rated higher in positive listening attributes and
behaviours, mediating perceptions of warmth, competence,
humility and values. Study 3 extended Study 2 by showing
that the effects were not due to a general positivity bias,
demonstrating the significant interpersonal consequences of
being perceived as a good or bad listener.
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