The contextual effects of advice solicitation on advice outcomes: The role of perceived face threats and psychological reactance

Paik, Jihyun Esther

doi:10.1080/03637751.2019.1641729

Cited by 18 publications

(16 citation statements)

References 28 publications

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“…We find that the motive most similar to threatening the recipient's autonomy-taking control-predicted the effect of advice but did not explain differences between unsolicited and solicited advice. Thus, the notion that unsolicited advice is poorly received because it deprives recipients of autonomy (e.g., Goldsmith & Fitch, 1997;Paik, 2020;Van Swol et al, 2019) is, at best, incomplete. An important contribution of our work is thus in the attributional perspective attuned to the specific properties of advice.…”

Section: Discussionmentioning

confidence: 99%

“…Specifically, research on proactive helping (i.e., unsolicited help) shows that providing unsolicited assistance to recipients implies that they are incapable of adequately completing the task on their own, which can strip them of their sense of autonomy and lower their selfesteem (Deelstra et al, 2003;Thompson & Bolino, 2018) because the helper often completes a part of the work on the recipients' behalf (Spitzmuller & van Dyne, 2013). Similarly, communications researchers have studied how unsolicited advice can be interpreted as "butting in" or implying criticism of the recipient (e.g., Goldsmith & Fitch, 1997;Paik, 2020;Van Swol et al, 2017;Van Swol et al, 2019), but has stopped short of systematically examining work-related advice outcomes.…”

Section: Unsolicited Advice In the Workplacementioning

confidence: 99%

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How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.

Landis¹,

Fisher²,

Menges³

2022

Journal of Applied Psychology

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Employees are often reluctant to ask for advice, despite its potential benefits. Giving employees unsolicited advice may be a way to realize the benefits of advice without relying on them to ask for it. However, for these benefits to surface, it is critical to understand how employees react to unsolicited and solicited advice. Here, we suggest that recipients are likely to attribute self-serving motives to those providing unsolicited advice and prosocial motives to those providing solicited advice. These motives shape the extent to which recipients use advice, learn from it, and perform better as a result of receiving it. In an organizational network study of unsolicited and solicited advice ties (Study 1), an experiencesampling study of daily episodes of receiving unsolicited and solicited advice across two workweeks (Study 2), and an experiment where we manipulated advice solicitation and whether the advisor was a friend or a coworker (Study 3), we found general support for our model. Moderation analyses revealed that recipient reactions were not affected by friendship with the advisor, the number of overlapping advice ties between the advisor and recipient, or the position of the advisor in the social network. By showing how perceptions of the advisor's motive can explain variability in the impact of unsolicited and solicited advice on recipients, this research clarifies the recipient reactions that advisors must navigate if their advice is to have impact at work.

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Section: Discussionmentioning

confidence: 99%

Section: Unsolicited Advice In the Workplacementioning

confidence: 99%

How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.

Landis¹,

Fisher²,

Menges³

2022

Journal of Applied Psychology

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“…The effects of the reactance process have largely been explored in the context of persuasive mass-disseminated health messages; however, evidence indicates that reactance has utility across a variety of communication contexts, including within interpersonal relationships (Palik, 2020; Rosenberg & Siegel, 2018) and caregiving contexts (Ball, 2016). Although largely external to the caregiver’s romantic relationship, becoming a caregiver for an aging family member signifies an ongoing relational transition that can disrupt the interdependence of the partnership (Knobloch et al, 2020; Solomon, 2016) due to changing roles and circumstances for the caregiver, care recipient, and other family members.…”

Section: Psychological Reactance Theorymentioning

confidence: 99%

Romantic Partner Interference and Psychological Reactance in the Context of Caregiving for an Aging Family Member

Ball

Bevan

Urbanovich³

et al. 2021

Journal of Social and Personal Relationships

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Negotiating romantic relational dynamics is inherent to family caregiving situations, which continue to be on the rise in the United States. However, despite evidence that family caregiving duties are linked to a variety of negative relational outcomes, limited research examines communication processes that contribute to or alleviate the burden of caregiver duties on romantic relationships. Guided by psychological reactance theory (PRT), this study examined the link between romantic partner interference with family caregiving duties and the reactance process, as well as directness of communication about irritation as a type of freedom restoration behavior associated with reactance. Adults caring for aging family members recruited from MTurk ( N = 187) completed an online survey as part of a larger study of romantic partner communication surrounding family caregiving. Results using PROCESS serial mediation indicated that greater partner interference was related to heightened perceptions of freedom threat, which was positively associated with the experience of reactance, which in turn was associated with communication about irritation. However, the association between reactance and directness of communication about irritation was negative, the opposite direction of what was hypothesized. Implications for PRT and interventions with caregivers and their romantic partners are discussed.

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“…Thus, imposed advice may be perceived as “butting in” (Goldsmith & Fitch, 1997, p. 461) and critical of the advice recipient’s ability (Deelstra et al, 2003; Goldsmith & Fitch, 1997). When imposed advice elicits psychological reactance and negative emotions in recipients (Deelstra et al, 2003; Goldsmith, 2000; Paik, 2020), they may attempt to restore autonomy by derogating or rejecting the advice.…”

Section: Advisor Apologiesmentioning

confidence: 99%

“…Compared with other types of advice, recipients often react most negatively to imposed advice, probably because it threatens their sense of autonomy and competence (Van Swol et al, 2017). Unsolicited and unwanted advice is less likely to be utilized and is perceived as lower quality than solicited and wanted advice (Chentsova-Dutton & Vaughn, 2011; Deelstra et al, 2003; Feng & Magen, 2015; Goldsmith, 2000; MacGeorge et al, 2004; Paik, 2020; Van Swol et al, 2017). Yet teachers, parents, spouses, coworkers, and people in many other roles may have the need or desire to provide advice even when it is not wanted by the recipient and has been actively rebuffed.…”

mentioning

confidence: 99%

Linguistic Influences on the Outcomes of Imposed Advice

Swol

Paik

Prahl

2020

Journal of Language and Social Psychology

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This study examines how language used by advice recipients and whether the peer apologized before offering advice affected advice outcomes. Participants wrote about a problem and then shared the problem through online chat with a peer (who was actually an experimental confederate). Although the participant was expecting the peer to share a problem as well and stated they did not want advice, the peer gave advice. Use of future tense verbs by the recipient in problem descriptions reduced implementation intention, perceived efficacy of advice, perceived approbation of advice, and perception of advice as confirming. This supports research that planning, operationalized through use of future tense verbs, reduces receptiveness to advice. Participants who used more I and we pronouns had lower intentions to implement advice. Contrary to hypotheses, use of apologies by the advisor for giving unwanted advice did not affect implementation intentions and increased reported negative emotions.

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The contextual effects of advice solicitation on advice outcomes: The role of perceived face threats and psychological reactance

Cited by 18 publications

References 28 publications

How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.

How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.

Romantic Partner Interference and Psychological Reactance in the Context of Caregiving for an Aging Family Member

Linguistic Influences on the Outcomes of Imposed Advice

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