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Emotional Intelligence and Deception: A Theoretical Model and Propositions

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Abstract

Deception is pervasive in negotiations and organizations, and emotions are critical to using, detecting, and responding to deception. In this article, we introduce a theoretical model to explore the interplay between emotional intelligence (the ability to perceive and express, understand, regulate, and use emotions) and deception in negotiations. In our model, we propose that emotional intelligence influences the decision to use deception, the effectiveness of deception, the ability to detect deception, and the consequences of deception (specifically, trust repair and retaliation). We consider the emotional intelligence of both deceivers and targets, and we consider characteristics of negotiators, their interaction, and the negotiation context that moderate these relationships. Our model offers a theoretical foundation for research on emotions, emotional intelligence, and deception and identifies a potential disadvantage of negotiating with an emotionally intelligent counterpart. Though prior work has focused on the advantages of being and interacting with people high in emotional intelligence, we assert that those most likely to deceive us may also be those highest in emotional intelligence.

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Notes

  1. In contrast to O’Sullivan (2005) and Wojciechowski et al. (2014), Baker et al. (2013) found that though EI does not influence the use of deception in “high stakes” situations, people high on the perception dimension of EI are (actually) less likely to detect deception. However, Baker et al. (2013) studied deception in an extreme context (i.e., emotionally pleads from individuals for the safe return of their missing family member—of whom half were responsible for the disappearance and perhaps murder of the family member). We concur with Wojciechowski et al. (2014) that the results of Baker et al. (2013) are unlikely to generalize to the types of lies in that people tell in everyday situations (e.g., ordinary social interactions, negotiations, organizations).

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Authors and Affiliations

  1. Department of Entrepreneurship, International Business, and Strategy, School of Business, Quinnipiac University, 275 Mt. Carmel Ave, Hamden, CT, 06518, USA

    Joseph P. Gaspar

  2. Department of Management, School of Business, University of Connecticut, 1 University Place, Stamford, CT, 06901, USA

    Redona Methasani

  3. Operations, Information, and Decisions Department, Wharton School, University of Pennsylvania, 3730 Walnut Street, 544 Jon M. Huntsman Hall, Philadelphia, PA, 19104, USA

    Maurice E. Schweitzer

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  1. Joseph P. Gaspar
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  2. Redona Methasani
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  3. Maurice E. Schweitzer
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Correspondence to Joseph P. Gaspar.

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Gaspar, J.P., Methasani, R. & Schweitzer, M.E. Emotional Intelligence and Deception: A Theoretical Model and Propositions. J Bus Ethics 177, 567–584 (2022). https://doi.org/10.1007/s10551-021-04738-y

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