Consequences of Manipulation in Organizations: Two Studies on its Effects on Emotions and Relationships

Abstract

This investigation analyzes the correlates of manipulation in organizations with respect to employees' emotions and interpersonal relationships. In Study 1, twelve tactics were identified as manipulative from a set of 115 tactics. For example: "steer the other person subliminally in a certain direction by using clever arguments," "form covert networks or coalitions," "pretend to build trust and to help the other person with work," "withhold, filter, or falsify information," and "interpret the existing rules in own way, exploit ambiguity." In Study 2, manipulative cases (N = 208) were analyzed. Factor analyses showed three factors of postmanipulation emotions (evaluation, potency, activation). Results showed that the evaluative emotions were significantly more negative and activated emotions were less negative among manipulated employees than among manipulators, whereas the potency emotions in both groups were not significantly different. The deterioration that manipulation caused in relationships was perceived less by manipulators than by the manipulated employees. Conclusions about interpersonal mistrust's resistance to change after manipulation are explained.