Forgiveness has received widespread attention among psychologists from social, personality, clinical, developmental, and organizational perspectives alike. Despite great progress, the forgiveness literature has witnessed few attempts at empirical integration. Toward this end, we meta-analyze results from 175 studies and 26,006 participants to examine the correlates of interpersonal forgiveness (i.e., forgiveness of a single offender by a single victim). A tripartite forgiveness typology is proposed, encompassing victims' (a) cognitions, (b) affect, and (c) constraints following offense, with each consisting of situational and dispositional components. We tested hypotheses with respect to 22 distinct constructs, as correlates of forgiveness, that have been measured across different fields within psychology. We also evaluated key sample and study characteristics, including gender, age, time, and methodology as main effects and moderators. Results highlight the multifaceted nature of forgiveness. Variables with particularly notable effects include intent (r = -.49), state empathy (r = .51), apology (r = .42), and state anger (r = -.41). Consistent with previous theory, situational constructs are shown to account for greater variance in forgiveness than victim dispositions, although within-category differences are considerable. Sample and study characteristics yielded negligible effects on forgiveness, despite previous theorizing to the contrary: The effect of gender was nonsignificant (r = .01), and the effect of age was negligible (r = .06). Preliminary evidence suggests that methodology may exhibit some moderating effects. Scenario methodologies led to enhanced effects for cognitions; recall methodologies led to enhanced effects for affect.

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We introduce a multilevel model of workplace forgiveness and present forgiveness climate as an organizational-level phenomenon that explains when and why employees respond to conflict prosocially. We begin with an examination of the core cultural values that allow forgiveness climates to emerge, including restorative justice, compassion, and temperance. We then explore how the organizational environment, organizational practices, and leader attributes produce these core cultural values and facilitate forgiveness climate emergence. Drawing from a sensemaking perspective, we subsequently examine the cross-level impact of forgiveness climate on individual employees, as well as the boundary conditions of these effects. We conclude with a discussion of our model's contributions and implications for future theory building and empirical research.

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In this study, we examined how leaders' customer interactions influence their tendency to abuse their followers. Specifically, we drew from ego-depletion theory to suggest that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision. Furthermore, we hypothesized that the effect of surface acting on abusive supervision is moderated by leaders' trait self-control, such that leaders with high trait self-control will be less affected by the depleting effects of surface acting than their peers. Results from a multiwave, multisource leader-follower dyad study in the service and sales industries provided support for our hypotheses. This research contributes to several literatures, particularly to an emerging area of study--the antecedents of leaders' abusive behaviors.

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SummaryWe argue that for the field of organizational psychology to prosper, it must adopt a global perspective. In this article, we discuss three specific ideals for a more global organizational psychology, our progress toward these ideals (or lack thereof), and potential solutions to move toward a truly global science. First, we argue that a truly global organizational psychology must incorporate global voices. Yet cross-cultural research in organizational psychology still remains largely a U.S. export business wherein the very questions we ask are colored by Western assumptions and values which are then explored to other cultures. To be a global science, we must acknowledge that the questions we ask are value-laden, and we must ensure that the questions we ask to have global relevance. Second, a truly global organizational psychology must articulate with precision the level at which culture operates. Yet the level at which culture is defined varies widely across studies and levels of analysis confusion abounds in the literature. We discuss a number of conceptualizations and measures of culture and suggest the conditions under which each may be warranted. Third, a truly global organizational psychology must advance an understanding of when culture matters. Despite abundant evidence that behavior in organizations is influenced by multiple contextual factors (e.g., the work team, organization, industry), we have little understanding of how national culture and non-cultural factors jointly influence behavior in organizations. We discuss several promising models to guide such efforts.