What is it about?
Although leaders are expected to punish for employee misconduct, not all leaders do. Some are lenient, which may seem easier or an empathetic response. This research suggests onlooking employees see leniency as unfair and react punitively unless there is moral reason about the offender.
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Why is it important?
Leniency of misconduct is a natural response from leaders, but onlooking employees find leniency unfair and indicates the leader is irresponsible, which motivates observers to punish lenient leaders (by withdrawing support and engaging in other counterproductive behaviors). Employees suspend negative reactions, however, when there is need for compassion. Thus, leniency should be used with caution and when compassion is warranted.
Perspectives
My coauthors and I hope this article makes people think about how they respond to others’ misbehavior. For whatever reasons, we may be prone to cut the person some slack, but there are intricacies in how to respond, even for a minor slip. It’s important to consider the big picture to know that leniency creates a “people problem” that evokes complicated feelings among onlookers in the work environment, which can create problems down the road. Being lenient (or having mercy) is less unfair to observers when compassion is warranted.
Marie Mitchell
University of North Carolina at Chapel Hill
Read the Original
This page is a summary of: Considering personal needs in misdeeds: The role of compassion in shaping observer reactions to leader leniency., Journal of Applied Psychology, September 2024, American Psychological Association (APA),
DOI: 10.1037/apl0001246.
You can read the full text:
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