The role of dispositional empathy and social evaluation in the empathic mediation of helping.

Archer, Richard; Díaz‐Loving, Rolando; Gollwitzer, Peter M.; Davis, Mark H. A.; Foushee, H. Clayton

doi:10.1037/0022-3514.40.4.786

Cited by 120 publications

(107 citation statements)

References 25 publications

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“…Self-report indices can also be influenced by concern with social evaluation (e.g. Archer, Diaz-Loving, Gollwitzer, Davis & Foushee, 1981;Eisenberg et al, 1989a;Eisenberg & Lennon, 1983). Self-report data may therefore tell us more about how respondents want to see themselves, or to be seen, than about how they actually feel during an empathy-inducing context.…”

Section: Physiological and Verbal Measures Of Affective Empathymentioning

confidence: 97%

Convergence between physiological, facial and verbal self‐report measures of affective empathy in children

Anastassiou‐Hadjicharalambous

Warden

2007

Infant and Child Development

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The present study investigated the degree of convergence between three different measures of vicarious affective responsiveness (affective empathy) - verbal self-report, facial expression and change in heart rate - in typically developing children (N=29, aged 8-10 years), when presented with an emotionally evocative film. Although convergence between physiological and verbal measures was only at chance levels, convergence between facial and physiological measures, and between facial and verbal measures was statistically significant, but low (=0.30 and 0.22, respectively, p<0.01). These findings have important implications for the assessment of empathy in children and indicate that generalization of results across methods should be undertaken with caution

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Section: Physiological and Verbal Measures Of Affective Empathymentioning

confidence: 97%

Convergence between physiological, facial and verbal self‐report measures of affective empathy in children

Anastassiou‐Hadjicharalambous

Warden

2007

Infant and Child Development

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“…There is significant research evidence demonstrating a reliable association of empathic concern with actual helping behaviour (Archer et al, 1981;Coke, Batson, & McDavis, 1978). The following statements of our respondents manifest an experience of compassion and empathic concern, whenever they noticed the emotional turmoil of the employees:…”

Section: Felt/experienced Compassion and Empathic Concernmentioning

confidence: 99%

Healing a Broken Spirit: Role of Servant Leadership

Jit¹,

Sharma

Kawatra³

2017

Vikalpa: The Journal for Decision Makers

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Executive SummaryA number of empirical studies have suggested that servant leadership can enhance the well-being/emotional health of its followers by creating a positive work climate ( Black, 2010 ; Jaramillo et al., 2009 a; Neubert et al., 2008 ). The followers’ sense of well-being, in turn, has been found to be related to greater organizational commitment ( Cerit, 2010 ; Hale & Fields, 2007 ; Hamilton & Bean, 2005 ; Han, Kakabadse, & Kakabadse, 2010; Pekerti & Sendjaya, 2010 ). Greater the organizational commitment, higher is the employee job satisfaction ( Cerit, 2009 ; Chung, Jung, Kyle, & Petrick, 2010 ; Jenkins & Stewart, 2010 ; Mayer, Bardes, & Piccolo, 2008 ) and lower is the employee turnover ( Babakus, Yavas, & Ashill, 2011 ; Jaramillo, Grisaffe, Chonko, & Roberts, 2009 b).A servant leader—with reported behaviour characteristics such as empathy, compassion, and altruistic calling and healing—builds not only a mentally and emotionally healthy workforce but also inculcates a sense of cohesiveness, collaboration, and sustainable relationships among the followers by understanding and addressing their feelings and emotions. It has been reported that cohesiveness and collaboration in a servant-led organization increases pro-social and altruistic behaviour among followers that improves organizational performance ( Ebener & O’Connell, 2010 ; Ehrhart, 2004 ; Hu & Liden, 2011 ; Walumbwa, Hartnell, & Oke, 2010 ) and overall team effectiveness ( Mayer et al., 2008 ; McCuddy & Cavin, 2008 ; Taylor et al., 2007 ).The significance of understanding and addressing the feelings and emotions of followers and ensuring their well-being becomes evident from the above findings. The aim of this qualitative study is to comprehend how servant leaders understand, empathize with, and address the emotional turmoil of their employees.Orientation for emotional healing is reported to be a unique characteristic of servant leaders. But there is negligible empirical research to understand the way servant leaders alleviate the suffering of their employees. The present study fills this gap.Qualitative methods and techniques from different qualitative methodologies were used for data collection and analysis. We conducted 15 semi-structured interviews with leaders in corporate, education, and government sectors to capture personal accounts about their experiences, reflections, and analysis of their approach to emotional healing.Our results suggest that servant leaders—with their orientation for empathy, compassion, healing, altruistic calling, and listening—adopt a compassionate approach to manage employees’ emotional turmoil. All three parts of the process of compassion, described by Clark (1997) and Kanov et al. (2004) are clearly visible in the narratives of our respondents. The servant leaders, with characteristics of empathy and compassion, are oriented towards the followers’ suffering. This leads to empathic concern and compassion that trigger in them an urge to take action to relieve the followers’ suffering. This action, also termed as compassionate responding, manifests itself in a three-step behaviour: (1) patient listening and discussion; (2) empathetic handling that includes comforting and calming as well as guiding and counselling the suffering employee; and (3) taking personal responsibility and providing support (emotional, social, financial, and administrative).Insight from this study will guide the working managers to understand and practice the process of alleviating the emotional turmoil of employees such that a culture of compassion and benevolence will emerge and sustain for the long-term health and growth of the organization.

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“…The possibility that a prosocial orientation is motivated by the anticipation of positive affect (pleasure) is acknowledged by virtually all scholars in the field (e.g., Archer, Diaz-Loving, Gollwitzer, Davis, & Foushee, 1981;Batson, 1987;Baumann, Cialdini, & Kenrick, 1981;Cialdini et al, 1997;Harris, 1977;Schaller & Cialdini, 1988;Smith, Keating, & Stotland, 1989;Weiss, Buchanan, Alstatt, & Lombardo, 1971;Williamson & Clark, 1989). Following this research, we call the first motivation that underlies the prosocial personality ''pleasure based prosocial motivation''.…”

Section: Pleasure and Pressure Based Prosocial Motivationmentioning

confidence: 99%

Pleasure and pressure based prosocial motivation: Divergent relations to subjective well-being

Gebauer

Riketta

Broemer

et al. 2008

Journal of Research in Personality

127

100

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We propose two fundamentally different motives for helping: gaining pleasure and fulfilling one's duty (''pressure''). Using the newly developed Pleasure and Pressure based Prosocial Motivation Scale, we demonstrated the distinctiveness of pleasure and pressure based prosocial motivation in three studies. Although the two motives exhibited different relations to a variety of personality characteristics, they were similarly related to trans-situational helping. Of particular interest, pleasure based prosocial motivation was positively related to self-actualization, self-esteem, life satisfaction, and positive affect and negatively related to negative affect. On the contrary, pressure based prosocial motivation was unrelated to self-actualization, self-esteem, life satisfaction, and positive affect but positively related to negative affect. These results qualify research showing that prosocial life goals generally increase subjective well-being.

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The role of dispositional empathy and social evaluation in the empathic mediation of helping.

Cited by 120 publications

References 25 publications

Convergence between physiological, facial and verbal self‐report measures of affective empathy in children

Convergence between physiological, facial and verbal self‐report measures of affective empathy in children

Healing a Broken Spirit: Role of Servant Leadership

Pleasure and pressure based prosocial motivation: Divergent relations to subjective well-being

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