When Bad is Good (and Good is Bad):Examining the Ironic Antecedents and Consequences of Bad Behavior.

It is a common assumption that organizations should avoid "bad" behaviors, as such behaviors have very few positive outcomes or they are likely motivated by undesirable antecedents. In this symposium, we question this prevailing wisdom, in several ways. We suggest that bad behaviors may both inspire positive outcomes (task performance) and be motivated by seemingly "positive" or innocuous antecedents (gratitude, psychological distance). Additionally, we find that engaging in "bad" behaviors (expressing anger) may have positive relational consequences. Together this symposium explores a series of counterintuitive findings that help explain why bad may be good, and good bad in ways that helps illuminate unexpected behavioral mechanism in workplace relationships. Responses to Observing Others Caught Cheating: The Role of Schadenfreude Author: Daphna Motro; Hofstra U. Author: Benjamin G. Perkins; U. of Arizona Author: Aleksander P.J. Ellis; U. of Arizona Building Swift Trust via Emotional Small Talk Prior to a Virtual Exchange Author: Laura Rees; Oregon State U. Author: Dejun Kong; U. of Colorado, Boulder Author: Liuba Belkin; Lehigh U. Be Cautious when you say 'Thank You': Leaders' Gratitude Expression Leads to Unethical Behavior Author: Hamed Ghahremani; U. of New Orleans Author: Ning Xu; Stockholm School of Economics Author: Dinah Payne; U. of New Orleans Who Finds Abusive Supervision Acceptable and Why?: The Role of Social Distance as a Mechanism Author: Jake Gale; Indiana U. - Kelley School of Business Author: Amir Erez; U. of Florida Author: Debra L. Shapiro; U. of Maryland Author: Eean Crawford; U. of Iowa Author: Richard Kuerston; - [ABSTRACT FROM AUTHOR]