Browsing by Author "Brady, Daniel L."
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- Conceptualizing forgiveness: a review and path forwardPublication . Brady, Daniel L.; Saldanha, Maria Francisca; Barclay, Laurie J.Forgiveness is a valuable conflict management strategy that has numerous benefits in workplace settings (e.g., for employees, team dynamics, dyadic relationships, and organizations). However, important conceptual questions have emerged, especially as scholars have begun to examine forgiveness in the workplace. To better understand these issues, we conduct a critical review and analysis of the extant literature to identify key conceptual issues that are creating challenges for the study of forgiveness in organizational behavior. Building on these insights, we propose that conceptualizing forgiveness as a special case of emotion regulation can provide a strong conceptual and theoretical foundation that can address these challenges. Moreover, we outline how this approach can create exciting new research avenues that can enhance our theoretical understanding of forgiveness (e.g., distinguishing between the processes underlying forgiveness; identifying points of intervention to promote forgiveness; exploring the role of time in forgiveness; examining how context impacts forgiveness). We also identify how this approach can provide novel practical insights into how forgiveness can be facilitated and effectively managed in the workplace.
- Delivering bad news fairly: the influence of core self-evaluations and anxiety for the enactment of interpersonal justicePublication . Hillebrandt, Annika; Saldanha, Maria Francisca; Brady, Daniel L.; Barclay, Laurie J.What motivates managers to deliver bad news in a just manner and why do some managers fail to treat recipients of bad news with dignity and respect? Given the importance of delivering bad news in a just manner, answering these questions is critical to promote justice in the workplace. Drawing on appraisal theories of emotions, we propose that people with higher core self-evaluations may be less likely to deliver bad news in an interpersonally just manner. This is because these actors are more likely to appraise the delivery of bad news as a situation in which they have high coping potential and are therefore less likely to experience anxiety. However, we propose that anxiety can be important for propelling the enactment of interpersonal justice. We test our predictions across three studies (with four samples of full-time managers and employees). Theoretical and practical contributions include enhancing our understanding of who is motivated to enact interpersonal justice, why they are motivated to do so, and how to enhance justice in the workplace. Our findings also challenge the assumption that negative emotions are necessarily dysfunctional for the enactment of interpersonal justice and instead highlight the facilitative role of anxiety in this context.