Justice at risk! An evaluation of a pseudoscientific analysis of a witness’ nonverbal behavior in the courtroom

Psychology and law have developed as disciplines through rigorous data collection, exploration and analysis, and the publication of findings through peer-review processes. Such findings are then used to implement evidence-based practices within a variety of settings. However, in parallel to factually and scientifically based knowledge, ‘alternative’ science, or pseudoscience, has gained in popularity. The present case study aims to evaluate the empirical evidence and theoretical underpinnings of a publically accessible analysis of a suspected serial killer’s nonverbal behavior during a bond hearing published online by two ‘synergologists’. The case study emphasizes how a ‘synergological’ analysis to understanding and interpreting human behavior fails to use empirical data, making generalized inferences based on erroneous assumptions. The case study also highlights the detrimental effects such assumptions may have within the justice system and why pseudoscientific analytical approaches should be vigorously challenged by research scientists.     

Correlates of Joining a Sexual Harassment Class Action

Researchers have proposed a variety of factors that influence the decision to seek legal relief in response to sexual harassment, but have generally failed to test these proposals empirically. The present study aims to address this gap by investigating the decision to join a class-action lawsuit. Participants were female professionals at a nationally based financial services firm, who either participated in or opted out of a sexual harassment class-action proceeding against the company. Five variables emerged as significant correlates of joining the class: organizational climate, turnover, financial dependence, PTSD, and primary appraisal. Dominance analysis identified contextual factors as the most important correlate. Theoretical and practical implications for the role of these factors in joining a class action are discussed.

Patterns of Risk and Protective Factors in the Intergenerational Cycle of Maltreatment

This study investigates the continuation and discontinuation of the intergenerational transmission of child maltreatment within the first 13 months of the child’s life. Differences in risk factors and parenting styles between families who initiate (Initiators), maintain (Maintainers) or break (Cycle Breakers) the intergenerational cycle of child maltreatment are explored in comparison to control families (Controls). One hundred and three Health Visitors were trained to assess risk factors and parenting styles of 4,351 families, at both 4–6 weeks and 3–5 months after birth. Maintainers, Initiators and Cycle Breakers had a significantly higher prevalence for the majority of risk factors and poor parenting styles than Controls. Protective factors of financial solvency and social support distinguished Cycle Breakers from Maintainers and Initiators. Therefore, it is the presence of protective factors that distinguish Cycle Breakers from families who were referred to Child Protection professionals in the first year after birth. A conceptual, hierarchical model that considers history of abuse, risk and protective factors, in turn, is proposed to assess families for the potential of child maltreatment.     

Who’s Your Daddy?

This paper provides a brief explanation and illustration of the phenomenon of semiotics. It then describes the conceptual tools of semiotics and how lawyers can use semiotics in law to create compelling arguments. Last, the paper applies the tools of semiotics to the Pennsylvania Supreme Court case Ferguson v. McKiernan, 940 A.2d 1236 (Pa. 2008), to reveal the shift in social context that made the lines of legal reasoning behind the outcome appear “self-evident.”     

Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.