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

dc.contributor.author	Patient, David
dc.contributor.author	Skarlicki, Daniel
dc.contributor.editor	Gilliland, Stephen
dc.contributor.editor	Steiner, Dirk
dc.contributor.editor	Skarlicki, Daniel
dc.date.accessioned	2020-06-02T07:13:17Z
dc.date.available	2020-06-02T07:13:17Z
dc.date.issued	2005
dc.identifier.isbn	9781593114398
dc.identifier.uri	http://hdl.handle.net/20.500.12127/6498
dc.description.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.
dc.language.iso	en
dc.publisher	Information Age Publishing
dc.subject	Interactional Fairness
dc.title	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
dc.title.alternative	What motivates fairness in organizations?
dc.source.beginpage	149
dc.source.endpage	178
vlerick.knowledgedomain	People Management & Leadership
vlerick.typebook	Book Chapter
vlerick.vlerickdepartment	P&O
dc.identifier.vperid	276185