Correction to "The interpersonal costs of dishonesty: How dishonest behavior reduces individuals' ability to read others' emotions" by Lee et al. (2019).

Reports an error in "The interpersonal costs of dishonesty: How dishonest behavior reduces individuals' ability to read others' emotions" by Julia J. Lee, Ashley E. Hardin, Bidhan Parmar, and Francesca Gino (Journal of Experimental Psychology: General, 2019[Sep], Vol 148[9], 1557-1574). Concerns were raised regarding the findings reported in Study 3 related to data exclusions that may have affected the results. As a result, the findings reported in Study 3 cannot be relied upon. The remaining base of empirical evidence presented in this publication, excluding Study 3, supports the assertion that dishonesty reduces empathic accuracy. The authors (Lee, Hardin, Parmar, & Gino) have requested this correction. (The following abstract of the original article appeared in record 2019-38884-001.) In this research, we examine the unintended consequences of dishonest behavior for one's interpersonal abilities and subsequent ethical behavior. Specifically, we unpack how dishonest conduct can reduce one's generalized empathic accuracy-the ability to accurately read other people's emotional states. In the process, we distinguish these 2 constructs from one another and demonstrate a causal relationship. The effects of dishonesty on empathic accuracy that we found were significant, but modest in size. Across 8 studies (n = 2,588), we find support for (a) a correlational and causal account of dishonest behavior reducing empathic accuracy; (b) an underlying mechanism of reduced relational self-construal (i.e., the tendency to define the self in terms of close relationships); (c) negative downstream consequences of impaired empathic accuracy, in terms of dehumanization and subsequent dishonesty; and (d) a physiological trait (i.e., vagal reactivity) that serves as a boundary condition for the relationship between dishonest behavior and empathic accuracy. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The interpersonal costs of dishonesty: How dishonest behavior reduces individuals' ability to read others' emotions.

In this research, we examine the unintended consequences of dishonest behavior for one's interpersonal abilities and subsequent ethical behavior. Specifically, we unpack how dishonest conduct can reduce one's generalized empathic accuracy-the ability to accurately read other people's emotional states. In the process, we distinguish these 2 constructs from one another and demonstrate a causal relationship. The effects of dishonesty on empathic accuracy that we found were significant, but modest in size. Across 8 studies (n = 2,588), we find support for (a) a correlational and causal account of dishonest behavior reducing empathic accuracy; (b) an underlying mechanism of reduced relational self-construal (i.e., the tendency to define the self in terms of close relationships); (c) negative downstream consequences of impaired empathic accuracy, in terms of dehumanization and subsequent dishonesty; and (d) a physiological trait (i.e., vagal reactivity) that serves as a boundary condition for the relationship between dishonest behavior and empathic accuracy. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Cooperation in multicultural negotiations: How the cultures of people with low and high power interact.

This study examined whether the cultures of low- and high-power negotiators interact to influence cooperative behavior of low-power negotiators. Managers from 4 different cultural groups (Germany, Hong Kong, Israel, and the United States) negotiated face-to-face in a simulated power-asymmetric commons dilemma. Results supported an interaction effect in which cooperation of people with lower power was influenced by both their culture and the culture of the person with higher power. In particular, in a multicultural setting, low-power managers from Hong Kong, a vertical-collectivist culture emphasizing power differences and group alignment, adjusted their cooperation depending on the culture of the high-power manager with whom they interacted. This study contributes to understanding how culture shapes behavior of people with relatively low power, illustrates how a logic of appropriateness informs cooperation, and highlights the importance of studying multicultural social interactions in the context of negotiations, work teams, and global leadership. (PsycINFO Database Record