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Forgiveness has received widespread attention among psychologists from social, personality, clinical, developmental, and organizational perspectives alike. Despite great progress, the forgiveness literature has witnessed few attempts at empirical integration. Toward this end, we meta-analyze results from 175 studies and 26,006 participants to examine the correlates of interpersonal forgiveness (i.e., forgiveness of a single offender by a single victim). A tripartite forgiveness typology is proposed, encompassing victims' (a) cognitions, (b) affect, and (c) constraints following offense, with each consisting of situational and dispositional components. We tested hypotheses with respect to 22 distinct constructs, as correlates of forgiveness, that have been measured across different fields within psychology. We also evaluated key sample and study characteristics, including gender, age, time, and methodology as main effects and moderators. Results highlight the multifaceted nature of forgiveness. Variables with particularly notable effects include intent ([r-bar] = -0.49), state empathy ([r-bar] = 0.51), apology ([r-bar] = 0.42), and state anger ([r-bar] = -0.41). Consistent with previous theory, situational constructs are shown to account for greater variance in forgiveness than victim dispositions, although within-category differences are considerable. Sample and study characteristics yielded negligible effects on forgiveness, despite previous theorizing to the contrary: The effect of gender was nonsignificant ([r-bar] = 0.01), and the effect of age was negligible ([r-bar] = 0.06). Preliminary evidence suggests that methodology may exhibit some moderating effects. Scenario methodologies led to enhanced effects for cognitions; recall methodologies led to enhanced effects for affect. (Contains 3 tables and 3 footnotes.)

Summary: In the present research, we identify high performance work systems (HPWSs) as an important yet unexamined driver of abusive supervision. Drawing from the theory of workplace anxiety, we specifically propose that HPWSs increase leader anxiety, especially when the leader's job experience is relatively low. Then, we argue that this anxiety ultimately causes leaders to abuse their employees in response, especially when those employees are poor performers. We tested our hypotheses in a field study (Study 1) using multiwave, multisource, multilevel data collected from 508 employees nested in 81 departments across 24 organizations in China and in a sample of US managers (Study 2) that also examined alternative explanations for our effects. Taken together, our findings offer new insight into the cross‐level drivers of abusive supervision and highlight the critical role of emotion in the link between human resource (HR) systems and leader behavior. [ABSTRACT FROM AUTHOR]

Concerns over unethical leader behavior persist in today's workplace. Although some employees continue to support their leaders after learning of their unethical actions, others do not. In this paper, we integrate social cognitive theory with social information processing theory to propose that the support employees give to leaders who act unethically hinges on their propensity to morally disengage. Specifically, we develop a conditional indirect effects model, wherein moral disengagement propensity mitigates the negative impact of unethical leader behavior on leader‐directed support via employees' perceptions of value congruence with and trust in the leader. The sum result is an improved understanding of when and why employees offer support to versus withhold support from leaders who act in ethically questionable ways. [ABSTRACT FROM AUTHOR]

Unresolved conflicts among healthcare professionals can lead to difficult patient care consequences. This scoping review examines the current healthcare literature that reported sources and consequences of conflict associated with individual, interpersonal, and organisational factors. We identified 99 articles published between 2001 and 2015 from PubMed, Cumulative Index to Nursing and Allied Health Literature, and Excerpta Medical Database. Most reviewed studies relied on healthcare professionals’ perceptions and beliefs associated with conflict sources and consequences, with few studies reporting behavioural or organisational change outcomes. Individual conflict sources included personal traits, such as self-focus, self-esteem, or worldview, as well as individuals’ conflict management styles. These conflicts posed threats to one’s physical, mental, and emotional health and to one’s ability to perform at work. Interpersonal dynamics were hampered by colleagues’ uncivil behaviours, such as low degree of support, to more destructive behaviours including bullying or humiliation. Perceptions of disrespectful working environment and weakened team collaboration were the main interpersonal conflict consequences. Organisational conflict sources included ambiguity in professional roles, scope of practice, reporting structure, or workflows, negatively affecting healthcare professionals’ job satisfactions and intent to stay. Future inquiries into healthcare conflict research may target the following: shifting from research involving single professions to multiple professions; dissemination of studies via journals that promote interprofessional research; inquiries into the roles of unconscious or implicit bias, or psychological capital (i.e., resilience) in healthcare conflict; and diversification of data sources to include hospital or clinic data with implications for conflict sources. [ABSTRACT FROM PUBLISHER]

The article presents the author's views on how domain breadth and persistence combine to yield a range of conflicting innovation demands. It has been proposed by the author that the antecedents of innovation are not as disparate as they seem but rather are tied to the same underlying creative process. The author further says that the demands of innovation conflict because they inevitably focus on one aspect of the creative process at the expense of the other.

The current research included 7 studies testing a model of interpersonal processes when people disclose to their close relationship partners ("confidants") about their conflicts involving adversaries outside the dyad. The model posits that confidants who feel close to disclosers tend to adopt goals to be responsive to disclosers during these interactions, which motivates them to validate disclosers' negativity toward their adversaries. Disclosers interpret this validation of negativity as responsive, which motivates them to continue confiding in these confidants, but also respond to this behavior with more negative moral evaluations of their adversaries, reduced willingness to forgive their adversaries, and reduced commitment to maintaining a relationship with their adversaries. Results of 3 cross-sectional studies, 3 experiments, and a behavioral observation study support this model. This research suggests potential drawbacks of partner responsiveness during discussions of conflicts, and suggests processes through which people reward, draw closer to, and depend on partners who validate negativity and, consequently, undermine conflict resolution with others. [ABSTRACT FROM AUTHOR]

We examined health care conflicts through interviews with health care leaders, providers, and patients. Ninety-two medical providers, nurses, technologists, hospital leaders, and patients/families shared 156 conflict stories. We identified individual, interpersonal, and organizational factors contributing to interprofessional conflicts. Individual contributors included resource depletion (i.e., stress and fatigue), perceptions of others' seemingly selfish motives, and judgment toward colleagues' competence. Interpersonal conflicts involved prior unresolved conflicts, dehumanization, power differentials, or communication breakdown. Organizational factors included navigating within complex organizational structures and noncompliance with group norms. Conflicts resulted in negative consequences for patients (safety, satisfaction), providers (career, relationships, satisfaction, morale), and organizations (performance, staff turnover). [ABSTRACT FROM AUTHOR]