Thinking about You: Perspective Taking, Perceived Restraint, and Performance

  • Michele Williams
Part of the Jepson Studies in Leadership book series (JSL)

Abstract

Conflict often arises when incompatible ideas, values, or interests lead to actions that harm others (Opotow, 2016, this volume). From rudeness to aggressive bullying, organization members routinely experience or witness acts of harm that can induce emotional pain, psychological distress, feelings of disconnection, and a sense of violation (Aquino & Douglas, 2003; Fraser, 2010; Kanov et al., 2004; Miner-Rubino & Cortina, 2007; Pearson & Porath, 2009; Porath & Erez, 2009). Betrayals by other individuals, for example, can be extremely emotionally painful and also provoke vengeful thoughts and actions (Molden & Finkel, 2010; Pearson and Porath, 2009). Because all interpersonal relationships carry with them the risk of disrespectful behavior, broken promises, and self-interested behavior, the harm experienced by organizational members may not reflect isolated incidents perpetrated by a few “bad apples,” but rather a pervasive aspect of organizational life (Lilius, Kanov, Dutton, Worline & Maitlis, 2011) that generates and is generated by conflict.

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