Abstract
Six studies (N = 1,617) tested the role of dispositional rejection sensitivity (RS) and manipulated power position for wise reasoning among managers and subordinates in workplace conflicts: intellectual humility, consideration of change/multiple ways a situation may unfold, recognition of others’ perspectives, search for compromise/resolution, and outsider’s viewpoint. RS was systematically related to lower performance on each aspect of wise reasoning, above and beyond other threat-related individual differences. Effects of power position were modest and nuanced: Whereas low-(vs. high-) power position facilitated intellectual humility, consideration of change, and search for compromise, high- (vs. high-) power position facilitated consideration of others’ perspectives. We discuss implications for understanding the influence of rejection-related tendencies and power on reasoning processes in social conflicts.
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