A. Galinsky, Joe C. Magee, Deborah H. Gruenfeld, Jennifer Whitson, Katie A. Liljenquist
Four experiments explore the psychological effects that power has on the possessor of power. Recent studies have suggested that power activates the behavioral approach system (Keltner, Gruenfeld, & Anderson, in press) and leads directly to action (Galinsky, Gruenfeld, & Magee, 2003). The current research shows that power assists individuals in overcoming natural inhibitions and constraints that exist in the social environment and can lead to disobedience, nonconformity, and even dissonance. Power can thus free a person from internal conflict in some cases (e.g., allowing for the expression of attitudes that don't conform to the pressure from others) and create internal conflict in others (e.g., arousing dissonance and leading to shifts in attitudes). The discussion focuses on how the social consequences of inattention to social constraint can either be prosocial and antisocial.
四个实验探讨了权力对权力拥有者的心理影响。最近的研究表明，权力激活行为接近系统(Keltner, Gruenfeld， & Anderson, in press)并直接导致行动(Galinsky, Gruenfeld， & Magee, 2003)。目前的研究表明，权力帮助个人克服存在于社会环境中的自然抑制和约束，这些抑制和约束可能导致不服从、不服从，甚至不和谐。因此，在某些情况下，权力可以将一个人从内部冲突中解放出来(例如，允许表达与他人压力不一致的态度)，并在其他人中制造内部冲突(例如，引起不和谐并导致态度转变)。讨论的重点是不注意社会约束的社会后果如何既可以是亲社会的，也可以是反社会的。
{"title":"Power and the Inattention to Obstacles and Social Constraint: Implications for Disobedience, Conformity, and Dissonance","authors":"A. Galinsky, Joe C. Magee, Deborah H. Gruenfeld, Jennifer Whitson, Katie A. Liljenquist","doi":"10.2139/ssrn.400420","DOIUrl":"https://doi.org/10.2139/ssrn.400420","url":null,"abstract":"Four experiments explore the psychological effects that power has on the possessor of power. Recent studies have suggested that power activates the behavioral approach system (Keltner, Gruenfeld, & Anderson, in press) and leads directly to action (Galinsky, Gruenfeld, & Magee, 2003). The current research shows that power assists individuals in overcoming natural inhibitions and constraints that exist in the social environment and can lead to disobedience, nonconformity, and even dissonance. Power can thus free a person from internal conflict in some cases (e.g., allowing for the expression of attitudes that don't conform to the pressure from others) and create internal conflict in others (e.g., arousing dissonance and leading to shifts in attitudes). The discussion focuses on how the social consequences of inattention to social constraint can either be prosocial and antisocial.","PeriodicalId":190355,"journal":{"name":"IACM 2003 Melbourne Meetings (Archive)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126852207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ronda Roberts Callister, B. Gray, M. Schweitzer, D. Gibson, Joo-Seng Tan
This paper demonstrates that organizational anger contexts and the form of anger expression does impact positive and negative outcomes of anger. Anger context refers to an organization's normative rules governing anger expression, specifically defined as the extent to which organizational sanctions are likely to be experienced following an overt expression of anger. We examined 154 episodes of anger in three distinct anger contexts. We identified three forms of anger expression and four categories of anger outcomes. We found evidence of organizations that value the expression of anger and find it useful in accomplishing organizational goals. In these setting positive outcomes were associated with expressions of anger. In contrast, in organizations where anger is suppressed by managers and employees working to prevent expressions of anger, we found both positive and negative outcomes. Thus, organizational context does have an impact on the outcomes of anger episodes.
{"title":"Organizational Anger Contexts and Their Relationship to Outcomes of Anger Expressions in the Workplace","authors":"Ronda Roberts Callister, B. Gray, M. Schweitzer, D. Gibson, Joo-Seng Tan","doi":"10.2139/ssrn.399780","DOIUrl":"https://doi.org/10.2139/ssrn.399780","url":null,"abstract":"This paper demonstrates that organizational anger contexts and the form of anger expression does impact positive and negative outcomes of anger. Anger context refers to an organization's normative rules governing anger expression, specifically defined as the extent to which organizational sanctions are likely to be experienced following an overt expression of anger. We examined 154 episodes of anger in three distinct anger contexts. We identified three forms of anger expression and four categories of anger outcomes. We found evidence of organizations that value the expression of anger and find it useful in accomplishing organizational goals. In these setting positive outcomes were associated with expressions of anger. In contrast, in organizations where anger is suppressed by managers and employees working to prevent expressions of anger, we found both positive and negative outcomes. Thus, organizational context does have an impact on the outcomes of anger episodes.","PeriodicalId":190355,"journal":{"name":"IACM 2003 Melbourne Meetings (Archive)","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128390169","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The study investigated the relationships of the five dimensions of emotional intelligence (self-awareness, self-regulation, motivation, empathy, and social skills) of supervisors to subordinates' styles of handling conflict (problem solving and bargaining). Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis, analysis of indicator and internal consistency reliabilities and social desirability response bias, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving style and negatively associated with bargaining style. Differences among countries in these relationships are noted and implications for organizations discussed.
{"title":"How Subordinates of Emotionally Intelligent Managers Handle Conflict in Different Countries","authors":"M. A. Rahim","doi":"10.2139/ssrn.399703","DOIUrl":"https://doi.org/10.2139/ssrn.399703","url":null,"abstract":"The study investigated the relationships of the five dimensions of emotional intelligence (self-awareness, self-regulation, motivation, empathy, and social skills) of supervisors to subordinates' styles of handling conflict (problem solving and bargaining). Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis, analysis of indicator and internal consistency reliabilities and social desirability response bias, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving style and negatively associated with bargaining style. Differences among countries in these relationships are noted and implications for organizations discussed.","PeriodicalId":190355,"journal":{"name":"IACM 2003 Melbourne Meetings (Archive)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128649536","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Conflict resolution is about decision making. Because decision outcomes for conflicting parties depend, at least to some extent, on the decisions of other parties to the conflict, as well as a multitude of external circumstances and third party decision making, these decisions are always made under conditions of uncertainty or risk. Conflict management is about guiding this decision making in such a manner as to mitigate this risk to the greatest extent possible. Expected utility and subjective expected utility have contributed to the development of a normative theory of decision making under uncertainty that is economically maximizing, with possible allowances for differently shaped utility curves. On the other hand, substantial empirical efforts have contributed descriptive theories of decision making under uncertainty that attempt to address departures from the purely rational model - departures that importantly often prove to be quite robust and predictable across a wide range of decision making contexts. This Essay proposes an agenda for conflict management research that seeks to leverage both the rational expectation models and the behavioral theories describing predictable deviations from these models to arrive at prescriptions for conflict management practice that can build a bridge between theory and practice, offering practical techniques and concrete guidelines for improvement. Specific ways that these insights can contribute to the development of conflict management practice are considered.
{"title":"Toward an Integrated Practice of Behavioral Conflict Management","authors":"G. Jones","doi":"10.2139/ssrn.399622","DOIUrl":"https://doi.org/10.2139/ssrn.399622","url":null,"abstract":"Conflict resolution is about decision making. Because decision outcomes for conflicting parties depend, at least to some extent, on the decisions of other parties to the conflict, as well as a multitude of external circumstances and third party decision making, these decisions are always made under conditions of uncertainty or risk. Conflict management is about guiding this decision making in such a manner as to mitigate this risk to the greatest extent possible. Expected utility and subjective expected utility have contributed to the development of a normative theory of decision making under uncertainty that is economically maximizing, with possible allowances for differently shaped utility curves. On the other hand, substantial empirical efforts have contributed descriptive theories of decision making under uncertainty that attempt to address departures from the purely rational model - departures that importantly often prove to be quite robust and predictable across a wide range of decision making contexts. This Essay proposes an agenda for conflict management research that seeks to leverage both the rational expectation models and the behavioral theories describing predictable deviations from these models to arrive at prescriptions for conflict management practice that can build a bridge between theory and practice, offering practical techniques and concrete guidelines for improvement. Specific ways that these insights can contribute to the development of conflict management practice are considered.","PeriodicalId":190355,"journal":{"name":"IACM 2003 Melbourne Meetings (Archive)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134525258","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A relatively new phenomenon in recruitment and selection is the unhiring dilemma: New hires who were promised employment after graduation but now find their job offers rescinded or delayed. In study 1, we use a scenario context to examine how job rescissions and delays, along with four different compensation alternatives, influence new hire judgments of organizational attractiveness and organizational justice. We find that for those whose jobs were delayed, compensation structures that provide increasingly favorable outcomes are viewed more positively, but for those whose jobs were rescinded, the most favorable evaluations occurred upon receipt of lump sum compensation - in other words, the compensation outcome that also immediately severs the relationship between the rebuffed new hire and the company. In Study 2, we interviewed a small sample of MBA graduates who had job offers rescinded or delayed. Here, we find additional evidence or linear effects in that more positive unhiring outcomes (e.g., job delays or rescissions with compensation) lead to enhanced organizational attractiveness and procedural justice judgments.
{"title":"The Unhiring Dilemma: Effects of Job Delays, Job Rescissions, and Compensation on Organizational Attractiveness and Justice Judgments","authors":"C. J. Meyer, Donald E. Conlon","doi":"10.2139/SSRN.399660","DOIUrl":"https://doi.org/10.2139/SSRN.399660","url":null,"abstract":"A relatively new phenomenon in recruitment and selection is the unhiring dilemma: New hires who were promised employment after graduation but now find their job offers rescinded or delayed. In study 1, we use a scenario context to examine how job rescissions and delays, along with four different compensation alternatives, influence new hire judgments of organizational attractiveness and organizational justice. We find that for those whose jobs were delayed, compensation structures that provide increasingly favorable outcomes are viewed more positively, but for those whose jobs were rescinded, the most favorable evaluations occurred upon receipt of lump sum compensation - in other words, the compensation outcome that also immediately severs the relationship between the rebuffed new hire and the company. In Study 2, we interviewed a small sample of MBA graduates who had job offers rescinded or delayed. Here, we find additional evidence or linear effects in that more positive unhiring outcomes (e.g., job delays or rescissions with compensation) lead to enhanced organizational attractiveness and procedural justice judgments.","PeriodicalId":190355,"journal":{"name":"IACM 2003 Melbourne Meetings (Archive)","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134359249","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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