The tactical use of emotion in negotiation

Emotion is widely assumed to be an important aspect of interpersonal negotiation, but has received limited research attention. This chapter addresses the use of emotion as a tactic in negotiation by drawing connections between goal-directed emotional expression and social interaction. Research on emotional expression and emotional labor is reviewed for insights into how individuals can display emotion strategically to capitalize on their interdependence with negotiation opponents. In an exploratory empirical study, I assess individual judgments of the ethical appropriateness of emotion management tactics and judgments of self-efficacy with respect to the successful use of such tactics. Findings suggest that people are more accepting of and confident in their ability to use emotion management tactics than other forms of premeditated deception. Sex differences and performance effects are also examined. I discuss implications of these findings for the study of tactical behavior in negotiation.