Why managers don't always do the right thing when delivering bad news: The roles of empathy, self-esteem, and moral development in interactional fairness
Patient, David Skarlicki, Daniel
Patient, David
Skarlicki, Daniel
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Publication Type
Book Chapter
Supervisor
Publication Year
2005
Journal
Book
What motivates fairness in organizations?
Publication Volume
Publication Issue
Publication Begin page
149
Publication End page
178
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Collections
Abstract
Previous research shows that some managers do not deliver bad news in ways deemed interactionally fair (with dignity, respect, and adequate explanations). In this dissertation I explore whether specific individual characteristics predict the tendency to deliver bad news in ways regarded as interactionally (un) fair: the communicator's empathy, self-esteem, moral development, emotional intelligence, and moral identity.
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Keywords
Interactional Fairness