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MGMT20124/20129
People and Organisations
Unit 2 Understanding Others: Empathy and Trust
and
Table of Contents
Introduction
Learning objectives
Overview
What is empathy?
A cautionary note about empathy
Trust and Trustworthiness
Authentic Leadership
Required Readings
Journal Readings
References
Introduction
Robbins (2009) reminds us that organisations are social entities and we cannot view
them as purely economic and somehow separate from society. Increased
expectations have been placed on companies to become socially responsible by
being good corporate citizens and to address their impact on the environment.
However we have also seen scandals and and senior executives have been exposed
and paid high prices for what constitutes unethical behaviours and breaches of
trust.
Arguably for managers to effectively engage and sustain positive social interactions
and relationships with others requires social awareness and sensitivity towards
others. How does being empathetic assist organisational performance and what
does it take for a manager to be empathetic to his or her employees?
These corporate breaches of trust can have a cascaded effect and this brings into
question the relationship between leadership and integrity that falls into the realm
of social and emotional intelligence. At a micro level, it is about the nature of
social relation dynamics and how managers can positively or negatively influence
people, events and situations. We explore different models and approaches to trust
building and trustworthiness as the fundamental basis for sustaining relationships,
be they between colleagues, with superiors or subordinates or other stakeholders.
Gaining respect and maintaining credibility requires managers to demonstrate
openness, fairness and integrity. Relationships that are established or managed
from these perspectives are more likely to endure and grow as distinct from those
that operate from the basis of deceit and mistrust. We need to acknowledge that
businesses need to have relationships with clients, suppliers and regulators that are
firmly based on trust and transparency. Sustaining such relationships is the basis for
continued economic growth and prosperity.
Learning objectives
This unit has the following learning objectives:
Overview
The importance of how managers relate to others has been reinforced
throughout the previous units. In Unit 1 strong emphasis was placed on
managing people competencies and the contrasting approaches of Pedler and
Boyatzis and Goleman. Within these models the emphasis on having a positive
regard for others, concern with social relationships, continuing sensitivity to
events and important social awareness were all viewed as important
competencies to be effective leaders and managers
Empathy and trust also relates to understanding others and being able to alter
the social dynamics between managers and their employees to influence and
motivate performance. Managing performance requires specific behaviours
and competencies to guide and develop employees. Being empathetic and
demonstrating trustworthiness can also affect employee attitudes and
behaviours.
In the MBA Foundation Course Business Communications, we addressed verbal
and non-verbal communication principles and techniques. Empathy, trust and
ethics are clearly related to these interpersonal skills when we consider
consistency in how we communicate and share information and manage
relationships with others.
Research undertaken in Johnson & Johnson (cited in The Harvard Business
review 1998) highlighted how leaders who rated higher on performance also
rated higher than colleagues on emotional intelligence.
What is empathy?
Carlopio and Andrawartha (2012) suggest that empathy is the ability to
understand and connect with another persons feelings. They point out that
empathy is not the same thing as sympathy or adopting the same feelings or
emotions as the other person.
Boyatzis, Goleman and Rhee (2000) include Empathy as a competency which
they describe as; sensing others' feelings and perspectives, and taking an
active interest in their concerns, although why this should be the case is not
identified. In the most recent version of the ESCI, Goleman et al. (2011)
whilst empathy still features in the model, it is described as: picking up cues
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to what is being felt and thought. It appears that the purpose of empathy in
this latest version is to analyse why people are acting in a particular way but
it does not directly say how one should behave toward the individual, or what
should be done with the information
Empathy reflects how individuals (managers) demonstrate participative and
sensitive responses and behaviours towards others (Moran 1987; Srinivas
1995); (Rhinesmith 1996); (Gregersen et al 1998) emphasises genuine concern
for others whilst (Jordon and Cartwright 1998) emphasise participative warm
heartedness as demonstrative of empathy. Carlopio and Andrawartha (2012)
describe the emotionally inmtelligent manager as one that can respond
appropriately to the emotions of others and have the competencies to not
only respond to the emotions of others but also encourage and support others
to express their emotions in appropriate ways.
In this video Daniel Goleman identifies three types of empathy: cognitive empathy,
emotional empathy and emphatic concern. Importantly he links the absence of
emotional and emphatic concern to narcissists and corporate psychopaths.
https://www.youtube.com/watch?v=eg2pq4Mjeyo
Having social competence also means being able to act with integrity and not
manipulate social situations based on self interest. These areas of operating
highlight the links between empathy, trust and ethics. Empathy has also been
discussed in terms of its contribution towards intellectual effectiveness and
management of the multicultural workplace. Studies have highlighted the
importance of cultural empathy.
Chang (2004) suggests that managers need to have specific competencies for
effective management of a multicultural workgroup. Results of a study
undertaken by Chang assessed the competency needs of managers responsible
for managing multicultural employees. He suggests that various skills or
behaviours are required to display sensitivity and awareness of differences.
Chang suggests that cross cultural empathy, a variation on the generic term
empathy, needs to be applied by managers when engaging in interpersonal
relationships with people from different cultural backgrounds.
McKnight and Chervany (2000) state that organisational trust is usually defined
as the level of confidence that one individual has in anothers competence
and his or her willingness to act in a fair, ethical, and predictable manner.
Bromiley and Cummings (1995) propose a specific description of organisational
trust as, an individuals belief, or a common belief among the members of a
group, according to which another individual or group
(a) makes good- faith efforts to behave in accordance with any commitments
both explicit or implicit,
(b) is honest in whatever negotiations preceded such commitments, and
(c) does not take excessive advantage of another even when the opportunity
is available.
Jones and George (1998) described trust is an expression of confidence
between individuals or groups in an exchange of some kind. They describe
confidence as a belief that they will not be harmed or put at risk by the
actions of other individuals or groups, or that no individuals or groups party to
the exchange will exploit the others vulnerability. They also argued that trust
leads to expectations among people that allows them to manage the
uncertainty or risk associated with their interactions so that they can benefit
from the cooperation.
Goleman (1998) suggests that the concept of trust requires consistency in how
managers display particularly interpersonal skills and behaviours towards
others to engender feelings of confidence and reassurance that managers
genuinely care about their employees or peers. When people feel a sense of
trust this means managers are respected. Trustworthiness and
conscientiousness are therefore viewed as two important competencies
identified within the self regulation cluster.
Mayer et al. (1995) highlights three key factors that affect the interactions
between a trustor and trustee in relationship management:
1)
2)
3)
Ability
Benevolence
Integrity
Integrity
Competence
Consistency
Loyalty
Openness
CoveysconceptsofThespeedoftrustandhighlightsthattrustcanbetaught
consistentwiththecompetencymovement.Sheprovidesfoursimplewaysthat
peoplecanbuildtrust
https://www.youtube.com/watch?v=IjisUrs4ws8
Ethical considerations
When we consider the social intelligence arguably we also need to consider
what is ethical and how ethics fits within the framework of empathy and
trust. Whilst individuals can have a degree of social awareness, or display
positive personal traits such as agreeableness, it is a separate consideration
what they do with the information they have and how they manage
relationships with others in an ethical manner. This brings us to the area of
virtues and character.
Becher (1998) and Parry and Proctor Thomas (2002) argue their concept of
integrity is still underdeveloped, vague and ill defined. Character has been
defined as doing the right thing despite outside pressure to the contrary
(Likona, 1991), and has been elsewhere seen as an essential leadership
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Authentic Leadership
These virtues or moral imperatives feature in much of the leadership research
and in particular the research on authentic leadership (Fairholm, 1991;
Gardner and Avolio, 1998; Luthans and Avolio 2003; Mat et al, 2003; Price
2002). Authentic leaders:
Barker and Coy (2003) identified seven virtues by which Australian executives
could be identified namely:
1)
2)
3)
4)
5)
6)
7)
Humility
Courage
Integrity
Compassion
Humour
Passion
Wisdom
The concept of virtue ethics is introduced into this unit in this context to help
us understand how we assess the integrity, character or attitude of a manager
in day to day business dealings. The theory of virtue ethics views ethical
behaviour is a function or outcome of character that is derived from attitude.
Solomon (2005) suggests that people acquire virtues such as integrity, honesty
as habitual behaviours and that these behavioural competencies are desirable
or ethical to display towards others instead of lying, cheating or ambition.
This area raises some interesting points in how we consider how we can
acquire competence to be more effective leaders or managers.
Related Competencies
Within each unit we have observed the different competency approaches
relevant to the specific topic area consistent with previous readings.
Sometimes defined as socio-emotional competencies, empathy and trust fit
within a framework which integrates verbal and non verbal communication
and interpersonal skills. Quinn et al (2015) identify empathy using the
Goleman perspective and highlight its importance in the active listening
process. The describe emphatic listening and an important skill for managers
to develop as a way of expressing empathy. Quinn et al. (2015) also note that
trust is the antidote to defensiveness.
The faculty recognises that this unit is particularly relevant to behaviours
and cultures and social competence fits with empathy and trust and ethics
also fit with attitude formation.
Pedlers skills and attributes model is most useful when addressing empathy
and trust.
Required Reading
Reading 1
Albrecht, K (2006) Social Intelligence, The New Science of Success Jossey Bass,
San Francisco
Chapters 4 and 6
Albrecht (2006) introduces the notion of a different kind of smart that various
diagnostics to profile what constitutes smart or socially intelligent person and
uses behaviours including empathy, understanding and cooperation.
Journal Readings
These journal articles have been selected for their relevance as well as
contrasting perspectives given that there are three areas that are covered namely
empathy, trust and ethics.
Journal Reading 1
Kelletta J, et al (2006) Empathy and the Emergence of Task and Relations
Leaders The Leadership Quarterly, Vol 17, Iss.2, April 2006, pp 146-162
Journal Reading 2
Elangovan, A.R. Auer-Rizzi , W., & Erna Szabo, E (2015). Its the act that counts: minimizing
post-violation erosion of trust: Leadership & Organization Development Journal, Vol. 36
No.1, pp. 81-96
http://dx.doi.org/10.1108/LODJ-07-2012-0090
The purpose of this paper is to examine the effects of damage incurred by the
trustor as a result of a trust violation and the impact of different levels of postviolation trust repair behaviours by the trustee on the subsequent erosion of
trust. The authors surveyed over 280 middle managers pre and post trust
violating events and assessed the level of impact on the trustor.
Journal Reading 3
Mahsud, R. Yukl, G. & Prussia, (G 2010),"Leader empathy, ethical leadership, and relationsoriented behaviors as antecedents of leader-member exchange quality", Journal of
Managerial Psychology, Vol. 25 No. 6 pp. 561 - 577
http://dx.doi.org/10.1108/02683941011056932
Journal Reading 4
Orme, G. & Ashton, C. (2003). Ethics - a foundation competency. Industrial and
Commercial Training, Vol. 35, No.5, pp 184-190
Orme and Ashton acknowledge how ethics has been added to corporate values but
acknowledge that we still have not realised the perfect ethical workplace.
This article acknowledges how businesses are accommodating ethics within
corporate values but the authors also recognise that there is a more substantive
process required for integration and alignment of ethical practices, wise
management practices behaviours and core competencies. Take note of the three
approaches, social, transcendental and tactical. When defining ethics, also consider
Robinson and Garratts questions cited in the article. This article also revisits
emotional intelligence and its connection with ethics. The authors emphasise an
important point, that ethics transcends the competency framework. This is an
important point given Salovey and Mayerss assertion that emotional intelligence
pre-supposes an ethical disposition
References
Albrecht, K. (2006), Social intelligence : the new science of success, JosseyBass, San Francisco
Carlopio, J. & Andrewartha, G. (2012), Developing management skills: A
comprehensive guide for leaders, Pearson Education, Frenchs Forest.
De Janasz, S E, Dowd KE & Schneider B.Z, 2005, Interpersonal skills in
organizations, McGraw Hill, Boston.
Elangovan, A.R. Auer-Rizzi , W., & Erna Szabo, E (2015). Its the act that
counts: minimizing post-violation erosion of trust: Leadership & Organization
Development Journal, Vol. 36 No.1, pp. 81-96
Goleman D., Boyatzis, R.E. & McKee, A. (2004), Primal leadership : learning
to lead with emotional intelligence, Harvard Business School Press, Boston,
Mass.
Kelletta J, et al (2006) Empathy and the Emergence of Task and relations
Leaders The Leadership Quarterly, Vol 17, No.2, April 2006, pp 146-162.
Mahsud, R. Yukl, G. & Prussia, (G 2010),"Leader empathy, ethical leadership, and
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