A5061142595- Emotional Intelligence and Performance
- Emotions and Moral Behavior
- Experimental Behavioral Economics Studies
- Psychology of Moral and Emotional Judgment
- Job Satisfaction and Organizational Behavior
- Social and Intergroup Psychology
- Ethics in Business and Education
- Cultural Differences and Values
- Personality Traits and Psychology
- Decision-Making and Behavioral Economics
- Behavioral Health and Interventions
- Work-Family Balance Challenges
- Humor Studies and Applications
- Conflict Management and Negotiation
- Complex Systems and Decision Making
- Communication in Education and Healthcare
- Neural and Behavioral Psychology Studies
- Anxiety, Depression, Psychometrics, Treatment, Cognitive Processes
- Resilience and Mental Health
- Service-Learning and Community Engagement
- Workplace Violence and Bullying
- Deception detection and forensic psychology
- Emotional Labor in Professions
- Competitive and Knowledge Intelligence
- Knowledge Management and Sharing
Georgetown University
2017-2024
Georgetown College
2024
University of Pennsylvania
2014-2017
William P. Wharton Trust
2014-2017
Yale University
2012
University of Toronto
2009
Western University
2005-2008
In two experiments, we examined how a core dimension of emotional intelligence, emotion-understanding ability, facilitates decision making. Individuals with higher levels ability can correctly identify which events caused their emotions and, in particular, whether stem from that are unrelated to current decisions. We predicted incidental feelings anxiety, decisions, would reduce risk taking more strongly among individuals lower rather than ability. The results Experiment 1 confirmed this...
Trash-talking increases the psychological stakes of competition and motivates targets to outperform their opponents. In Studies 1 2, participants in a who were trash-talking outperformed faced same economic incentives, but not trash-talking. Perceptions rivalry mediate relationship between effort-based performance. Study 3, we find that particularly motivated punish opponents see them lose. 4, identify boundary condition, show effort competitive interactions, incivility decreases cooperative...
Purpose The purpose of this paper is to examine the emotional intelligence (EI) scores two high profile executive groups in comparison with general population. Also study aims investigate group's EI relation various organizational outcomes such as net profit, growth management, and employee management retention . Design/methodology/approach Emotional Quotient Inventory (EQ‐i) was administered a sample 186 executives (159 males 27 females) belonging one mentoring associations, Young...
Prior research has focused on the influence of emotional expressions value negotiated outcomes. Across three studies, we demonstrate that people interacting with angry counterparts become more likely to walk away from a negotiation, resulting in an impasse. In Study 1, participants who encountered expressing anger were choose impasse, relative those neutral counterparts. 2, building emotion-as-social-information model, found inferences selfishness mediate effect impasses. 3, timing moderates...
Emotional Intelligence (EI) is a set of adaptive skills that involve emotions and emotional information. Prior research suggests lower EI individuals behave maladaptively in social situations compared to higher individuals. However, there paucity on whether promotes decision-making. Leveraging the somatic marker hypothesis, we explore moderates relationship between skin conductance responses (SCRs) risky In two separate sessions behavioral lab, participants (N = 52) completed tests...
Emotions influence ethical behavior. Across four studies, we demonstrate that incidental anger, anger triggered by an unrelated situation, promotes the use of deception. In Study 1, participants who felt were more likely to deceive their counterpart than those neutral emotion. 2, empathy mediates relationship between and 3, contrasted with sadness. We find deception another negative-valence 4, show incentives moderate Collectively, our work reveals unethical behavior because angry people...
Trust is critical for our cooperation and effective working relationships, but trust also enables exploitation unethical behavior. Prior research has disproportionately focused on the benefits of trust, even though some most egregious behaviors occur because misplaced trust. Targets often overweight wrong cues are exploited by people who either opportunistically or strategically take advantage trusting targets. We call future work to explore link between
Deception is pervasive in negotiations, organizations, and interpersonal interactions a particularly difficult, enduring, vexing problem. Why do many people use deception these situations, why others behave honestly? In this symposium, we present our theoretical empirical research on the antecedents to honesty. Our considers individual situational forces that drive engage behaviors tactics negotiators, managers, regulators can both curtail of self-interested encourage Taken together, papers...
Organizational culture profoundly influences how employees think and behave. Established research suggests that the content, intensity, consensus, fit of cultural norms act as a social control system for attitudes behavior. We adopt model organizational to elucidate whether can influence experience emotions. focus on pervasive emotion, anxiety. propose four important pathways link with First, we when norm content is result-oriented, must strive challenging goals specific targets under time...