The Influence of Past Negotiations on Negotiation Counterpart Preferences

Singapore Management University Office of Research (partial

A self-regulation model of leader authenticity based on mindful self-regulated attention and political skill

Despite much research on leader authenticity, its antecedents remain poorly understood. We develop a self-regulatory model of leader authenticity. The model explains how both mindful self-regulated attention and political skill, as well as their interaction, are important for leaders to be authentic, and ultimately effective. Mindful self-regulated attention—a core dimension of mindfulness defined as sustained attention centered on the present moment—helps leaders stay connected to their core self amid the busyness of their (work) lives, allowing leaders to feel authentic. And, particularly in combination with political skill—a social effectiveness construct—it helps leaders interact with their employees in a way that is experienced as authentic and effective. In an experimental study (Study 1), we found that leaders who mindfully self-regulate their attention feel more authentic. In a two-wave multi-source field study (Study 2), we found that leader self-regulated attention was positively associated with employee perceptions of leader authenticity and effectiveness. Further, this relation was stronger when leader political skill was high. We discuss theoretical and practical implications of this research

The Regret Elements Scale: Distinguishing the affective and cognitive components of regret

Regret is one of the most common emotions, but researchers generally measure it in an ad-hoc, unvalidated fashion. Three studies outline the construction and validation of the Regret Elements Scale (RES), which distinguishes between an affective component of regret, associated with maladaptive affective outcomes, and a cognitive component of regret, associated with functional preparatory outcomes. The present research demonstrates the RES’s relationship with distress (Study 1), appraisals of emotions (Study 2), and existing measures of regret (Study 3). We further demonstrate the RES’s ability to differentiate regret from other negative emotions (Study 2) and related traits (Study 3). The scale provides both a new theoretical perspective on regret, and a tool for researchers interested in measuring post-decisional regret

Myopic Regret Avoidance: Feedback Avoidance and Learning in Repeated Decision Making

Erratum at https://doi.org/10.1016/j.obhdp.2009.08.002</p