Managerial beliefs about the behavioral cues of deception

Hart, Christian L.
Hudson, Lucas P.
Fillmore, Derek G.
Griffith, James D.
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Individual Differences Association, Inc

Lies and deception occur regularly in the workplace during the application and interview process, as excuses for failures and missed deadlines, or as excuses for absenteeism. Undoubtedly, this workplace deception results in tremendous financial losses for companies. Generally, people believe that they can use behavioral cues to detect when others are lying to them. This study examined the behavioral cues that managers use to detect when others are lying. Managers (N = 120) completed a survey in which they indicated the degree to which ten separate behavioral cues increase, decrease, or stay the same when people lie to them. For the most part, managers held incorrect beliefs about the behavioral changes that typically accompany lying. The managers' beliefs about lying behavior were compared to the beliefs held by non-managerial employees. The results of this comparison indicated that managers and non-managers hold similar incorrect beliefs about the behavioral changes that occur when people lie, although managers are more confident in their ability to detect lies.

Article originally published in Individual Difference Research, 4(3), 176-184. English. Published online 2006.
Journal and publisher appear to be defunct and website is triggering malware warnings. Per Amanda Zerangue published version can be deposited.
Lying behavior, Deception by employees, Lie detection
This is the published version of an article that is available at: Recommended citation: Hart, C. L., Hudson, L. P., Fillmore, D. G., & Griffith, J. D. (2006). Managerial beliefs about the behavioral cues of deception. Individual Differences Research, 4(3), 176-184. This item has been deposited in accordance with publisher copyright and licensing terms and with the author’s permission.