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• Article | Harvard Business Review (website) | September 11, 2019

  Research: Changing Your Mind Makes You Seem Intelligent

  Leslie K. John, Martha Jeong, Francesca Gino and Laura Huang

  Citation:

  John, Leslie K., Martha Jeong, Francesca Gino, and Laura Huang. "Research: Changing Your Mind Makes You Seem Intelligent." Harvard Business Review (website) (September 11, 2019).  View Details

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• Article | Journal of Experimental Psychology: General | September 2019

  The Interpersonal Costs of Dishonesty: How Dishonest Behavior Reduces Individuals' Ability to Read Others' Emotions

  J.J. Lee, H. Hardin, B. Parmar and F. Gino

  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 two constructs from one another and demonstrate a causal relationship. The effects of dishonesty on empathic accuracy that we found were significant though modest in size. Across eight studies (n=2,588), we find support for (1) a correlational and causal account of dishonest behavior reducing empathic accuracy; (2) an underlying mechanism of reduced relational self-construal (i.e., the tendency to define the self in terms of close relationships); (3) negative downstream consequences of impaired empathic accuracy, in terms of dehumanization and subsequent dishonesty; and (4) a physiological trait (i.e., vagal reactivity) that serves as a boundary condition for the relationship between dishonest behavior and empathic accuracy.

  Keywords: dishonesty; empathy; Ethics; Behavior; Interpersonal Communication; Emotions; Perception;

  Citation:

  Lee, J.J., H. Hardin, B. Parmar, and F. Gino. "The Interpersonal Costs of Dishonesty: How Dishonest Behavior Reduces Individuals' Ability to Read Others' Emotions." Journal of Experimental Psychology: General 148, no. 9 (September 2019): 1557–1574.  View Details

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• Article | Organizational Behavior and Human Decision Processes | September 2019

  The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence

  Leslie John, Martha Jeong, Francesca Gino and Laura Huang

  Five studies explore the self-presentational consequences of refusing to “back down” – that is, upholding a stance despite evidence of its inaccuracy. Using data from an entrepreneurial pitch competition, Study 1 shows that entrepreneurs tend not to back down even though investors are more impressed by entrepreneurs who do. Next, in two sets of experiments, we unpack the psychology underlying why actors refuse to publicly back down and investigate observers’ impressions of those actors. Specifically, we show that observers view people who refuse to back down as confident but unintelligent, and these perceptions drive consequential decisions about such refusers, such as whether to invest in their ideas (Studies 1 & 2) or whether to hire them (Study 3). Although actors can intuit these effects (Study 4), this understanding is not reflected in their behavior because they are concerned with saving face (Study 5).

  Keywords: Self-presentation; belief perseverance; judgment; confidence; persuasion; Personal Characteristics; Behavior; Perception; Decision Making; Outcome or Result;

  Citation:

  John, Leslie, Martha Jeong, Francesca Gino, and Laura Huang. "The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence." Organizational Behavior and Human Decision Processes 154 (September 2019): 1–14.  View Details

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