When you try your best to help but don't succeed: How self-compassionate reflection influences reactions to interpersonal helping failures

Heng, Yu Tse; Fehr, Ryan

doi:10.1016/j.obhdp.2022.104151

Cited by 5 publications

(6 citation statements)

References 113 publications

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“…To be specific, Study 1 was explorative as it did not test any hypothesis directly, Study 2 did not measure or manipulate any contextual factors, and Study 3 treated the variable of perceived organizational conflict culture as an individual‐level variable which could instead be measured at the aggregated level (e.g., Gelfand et al, 2012). In addition, although the critical incident technique has demonstrated advantages for accounting for a wide variety of instances (Heng & Fehr, 2022) and eliciting rich contextual details (Carnevale et al, 2021), it is still based on participants' ability to recall the critical incident, and the possibility that only certain types of apologies with no felt transgression are recalled cannot be ruled out. However, it is also worth noting that congruent evidence for our main hypotheses was provided across these three studies that adopted different research methods.…”

Section: Discussionmentioning

confidence: 99%

“…Study 3 addressed these limitations by adopting a critical incident technique to account for a potentially wide variety of incidents (Heng & Fehr, 2022) where participants freely recalled the last time they apologized at the workplace, along with their self-identified felt transgression, emotional reactions, restoration efforts, and the conflict culture in their organization. In line with previous research (Basford et al, 2014;Heng & Fehr, 2022;Mu & Bobocel, 2019;Zheng et al, 2016;Zheng & van Dijke, 2020), we utilized the critical incident technique (Flanagan, 1954) to inductively analyze and gather contextual details concerning the workplace apology. The instructions read as below.…”

Section: Study 2: Discussionmentioning

confidence: 99%

“…However, there are several limitations in Studies 1 and 2: First, both studies are experimental designs where participants were randomly assigned to one condition; therefore, the results provided limited insights regarding the frequency of apologizing with no felt transgression at the workplace; second, contextual influences (i.e., avoidant conflict cultures) have yet to be explored. Study 3 addressed these limitations by adopting a critical incident technique to account for a potentially wide variety of incidents (Heng & Fehr, 2022) where participants freely recalled the last time they apologized at the workplace, along with their self‐identified felt transgression, emotional reactions, restoration efforts, and the conflict culture in their organization.…”

Section: Methodsmentioning

confidence: 99%

“…While Study 1 randomly allocated participants to reflect on apologizing with felt transgression versus with no felt transgression, Study 3 aimed to better understand apologies at the workplace by allowing participants to freely write about the last time they apologized to someone (e.g., coworker, leader, and subordinate) at the workplace, regardless of whether it was their fault for causing this event. In line with previous research (Basford et al, 2014; Heng & Fehr, 2022; Mu & Bobocel, 2019; Zheng et al, 2016; Zheng & van Dijke, 2020), we utilized the critical incident technique (Flanagan, 1954) to inductively analyze and gather contextual details concerning the workplace apology. The instructions read as below.…”

Section: Methodsmentioning

confidence: 99%

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When apologizing hurts: Felt transgression and restoration efforts

Radivojevic

Jain

et al. 2022

J Organ Behavior

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Apologizing is important for conflict resolution and relationship reconciliation, yet apologies often fail to restore the damaged relationship. While much research has been devoted to investigating the victims' reactions upon receiving an apology, in this paper, we adopt an apologizer-centric approach and explore the phenomenon of apologizing with no felt transgression (vis-à-vis when there is felt transgression) along with its affective and reconciliation outcomes for the apologizer. Based on Appraisal Tendency Framework, we predict that apologizing with no felt transgression will lead to reduced guilt and increased anger in the apologizer, which will result in a decreased level of their restoration efforts towards the victim. In addition, we further hypothesize about the role of organizational conflict cultures in influencing the relationship between apologizing and restoration efforts via guilt and anger. Study 1 uses a micro-narrative procedure and an inductive data analysis approach to demonstrate the varied situations and motivations of employees apologizing with (no) felt transgression, Study 2 utilizes an experimental design to examine the mediation effect, and Study 3 employs the critical incident technique to test our whole research model.Our hypotheses were largely supported across our studies. Theoretical and practical implications are discussed.

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Section: Discussionmentioning

confidence: 99%

Section: Study 2: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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When apologizing hurts: Felt transgression and restoration efforts

Radivojevic

Jain

et al. 2022

J Organ Behavior

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“…This is the case in studies I, XVI, XXV, XXVIII, XXX, XXXI, XXXII, XXXIV, XXXV, XXXVI, XXXVII. For example, self-efficacy to help mediated the relationship between self-compassion and future helping; after a failed attempt to help, self-compassion has an indirect positive effect on future helping through self--efficacy to help (Heng & Fehr, 2022). The association between benevolent experiences in childhood and maternal self-efficacy was established through a serial mediation of self-compassion in phases 1 and 2 of the study: women who reported more benevolent childhood experiences reported a higher level of self-compassion in Phase 1, which was associated with a higher level of self-compassion in Phase 2, which in turn was associated with a higher level of maternal self-efficacy (Chasson & Taubman-Ben-Ari, 2022).…”

Section: Yes Directmentioning

confidence: 98%

A relação entre autoeficácia e autocompaixão: uma revisão integrativa da literatura

Filisetti,

Ferreira,

Neufeld

2023

RBTC

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A literatura demonstra que tanto a autoeficácia quanto a autocompaixão são construtos relacionados negativamente com o desenvolvimento de psicopatologias e positivamente com diferentes esferas de saúde mental e bem-estar. O objetivo deste estudo foi realizar uma pesquisa baseada no método de revisão bibliográfica sistemática integrativa para investigar como a literatura aborda a relação entre autoeficácia e autocompaixão. A partir da busca realizada em sete bases de dados, foram incluídos 45 artigos científicos cujos principais resultados confirmam a associação entre os construtos, indicam a escassez de literatura nacional e o caráter contemporâneo do tema. Um total de 43 artigos encontraram relação significativa entre os dois construtos, variando quanto ao grau e a natureza dessa relação. As explicações teóricas por trás da associação encontrada se dão, em sua maioria, por caminhos unidirecionais, nos quais a autocompaixão influi sobre autoeficácia, sendo importante que futuras pesquisas explorem a bidirecionalidade dessa relação. Por fim, é possível concluir que a literatura demonstra que esses construtos estão positiva e significativamente relacionados. Além disso, esta revisão aponta para a necessidade de incentivar e diversificar as pesquisas na área e sugere que futuras intervenções levem em consideração a relação entre os dois construtos.

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Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior

Sun,

Park,

Yun

2024

J Organ Behavior

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SummaryDrawing on uncertainty management theory, we propose that employees' uncertainty is a distinct key mechanism explaining the relationship between ethical leadership and employees' organizational citizenship behavior (OCB). We contend that ethical leadership, by promoting a work environment governed by moral principles, reduces employees' sense of uncertainty and thereby fosters their OCB. However, we suggest that leaders' close monitoring, which ethical leaders may utilize to be informed about employees' adherence to their moral standards, nullifies these positive implications of ethical leadership. To test these contentions, we conducted an online vignette study (Study 1) and a field study (Study 2). In Study 1, we found a significant and negative main effect of ethical leadership on employees' uncertainty, but this effect was negated when leaders' close monitoring was high. In Study 2, we replicated the findings—ethical leadership was negatively related to employees' uncertainty and this relationship became nonsignificant when leaders' close monitoring was high. In addition, uncertainty was negatively related to employees' OCB toward the organization (OCBO) but not their OCB toward individuals (OCBI). Consequently, uncertainty mediated the relationship between ethical leadership and OCBO, and this mediation was moderated by close monitoring. However, such mediation and moderated mediation did not occur for OCBI. Taken together, our research reveals that close monitoring is not a viable strategy to be implemented alongside ethical leadership for managing employees' uncertainty and fostering their OCB.

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When you try your best to help but don't succeed: How self-compassionate reflection influences reactions to interpersonal helping failures

Cited by 5 publications

References 113 publications

When apologizing hurts: Felt transgression and restoration efforts

When apologizing hurts: Felt transgression and restoration efforts

A relação entre autoeficácia e autocompaixão: uma revisão integrativa da literatura

Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior

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