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Today’s manager must be knowledgeable of the Japanese culture. Understanding the differences between the Japanese and American cultures’ non verbal communication systems is necessary for successful friendships and thus successful business transactions. Americans must learn how to comprehend the significance of important Japanese traditions; e.g., the bow, business card exchange, different meanings of eye contact, facial expressions, typical body gestures, tactile aspects, and time concepts.

It is often said that the best ideas are the simplest. As a statement it contains as much truth as many and a good deal more than most; but certainly, of course, not the whole truth. Yet as a point of view it persists. There is something of a vogue at the moment for the simple, almost magic, solution. Many people, and there are managers among them, seem to want to be given answers to the complex problems of contemporary society which are comprehensible. It is, no doubt, the demand for comprehensibility which has given rise to the associated demand for simplicity. Mandetics is but one of the attempts to satisfy this need for solutions which can be expressed simply. It is, however, no panacea. Nevertheless it appears to offer certain benefits which, in their essential simplicity, are both comprehensible and workable.

Traditionally, conflict theory and research has focused almost exclusively on verbal behavior to understand strategic processes. Research on various nonverbal cues in conflict interaction is limited to investigations of narrowly defined variable sets and/or atheoretic descriptions of nonverbal behaviors, with little attention to the underlying reasons for the behavioral choices made by disputants. This paper proposes an attribution‐based model of conflict escalation as a consequence of non‐verbal status displays. The lack of research on the role of nonverbal communication in conflict escalation and the limitations of current models of nonverbal immediacy exchange are cited as a justification for the proposed model. Implications of the model are summarized in the form of several propositions.

Many patients feel anxious when entering the consultation room, but seldom verbalize their emotions explicitly in the medical encounter. The authors designed a study to analyse the visibility of patient pre‐consultation (state) anxiety in their communication during the consultation. In an attempt to learn more about how general practitioners' (GPs') communication can help patients to express their worries, the paper also aims to explore the relationship between physicians' communication and patients' articulation of concerns and worries during the consultation.

From a representative sample of videotaped consecutive consultations of 142 Dutch GPs with 2,095 adult patients, 1,388 patients (66.3 per cent) completed the pre‐consultation questionnaire, including state anxiety (STAI), subjective health (COOP‐WONCA‐charts) and the reason for encounter (ICPC). GPs assessed the psychosocial background of patients' presented problems on a five‐point Likert scale. The videotaped consultations were coded with RIAS, including global affect measures. GPs' patient‐directed gaze was measured as a time‐measure.

The results show that, on average, the patients had slightly elevated anxiety levels and one‐third of the patients were highly anxious. As expected, the anxious patients seldom expressed emotional concerns directly, but did show a nonverbal and verbal communication pattern which was distinctively different from that of non‐anxious patients. Whether or not patients expressed concerns verbally was significantly related to GPs' affective communication and partnership building. Nonverbal communication seemed to play a dominant role both in sending and receiving emotional signals

In more than half of the consultations worries were not openly expressed, even by patients with high levels of anxiety. Patients tended to express their concerns in a more indirect way, partly by verbal, partly by nonverbal signals. GPs can facilitate patients to express their concerns more openly, not by direct questioning, but by showing verbal and nonverbal affect to the patient.

Focuses on the important role of verbal and nonverbal affect in physicians' communication.

The use of artificial intelligence (AI) in management research is still nascent and has primarily focused on content analyses of text data. Some method scholars have begun to discuss the potential benefits of far broader applications; however, these discussions have not led yet to a wave of corresponding AI applications by management researchers. This chapter explores the feasibility and the potential value of using AI for a very specific methodological task: the reliable and efficient capturing of higher-level psychological constructs in management research. It introduces the capturing of basic emotions and emotional authenticity of entrepreneurs based on their macro- and microfacial expressions during pitch presentations as an illustrative example of related AI opportunities and challenges. Thus, this chapter provides both motivation and guidance to management scholars for future applications of AI to advance management research.

We challenge the belief that people resist change while embracing the idea that change is necessary to lead. Cultivating leaders to orchestrate conflict with deliberate intention is a skill leaders can learn. Yet, skill alone is insufficient to lead. Using three models, Communicative Intelligence, Adaptive Leadership, and Adaptive Schools, we tell the story of how we developed leaders to think adaptively and communicate authentically to collaborate across diverse communities to bring their visions to fruition. This chapter describes the models and their integration from three perspectives illustrating how we focused the cultivation of leaders. First, the personal development of their dispositions related to communication, collaboration, and systems thinking. Second we worked on developing the skills to build relationships and think politically. And third, we focused on identifying and implementing systems to address the critical issues facing their schools.

The purpose of this study is to examine how tweeters drawn from three different languages and cultural boundaries manage the lack of contextual cues through an analysis of Arabic, English and Korean tweets.

Data for this study is drawn from a corpus of tweets (n = 1,200) streamed using Python through Twitter API. Using the language information, the authors limited the number of tweets to 400 randomly selected tweets from each language, totaling 1,200 tweets. Final coding taxonomy was derived through interactive processes preceded by literature and a preliminary analysis based on a small subset (n = 150) by isolating nonverbal communication devices and emoticons.

The results of the study present that there is great commonality across these tweets in terms of strategies and creativity in compensating for the constraints imposed by the tweet platform. The language-specific characteristics are also shown in the form of different usage of devices.

Emoticon usage indicates that the communication mode influences online social interaction; the restriction of 140 maximum characters seems to engender a frequent usage of emoticons across tweets regardless of language differences. The results of the study bring forth implications into the design of social media technologies that reflect affective aspects of communication and language-/culture-specific traits and characteristics.

To the best of the authors’ knowledge, there are no qualitative studies examining paralinguistic nonverbal communication cues in the Twitter platform across language boundaries.

Previous studies that examined the role of empathy and nonverbal immediacy on business-to-business (B2B) salesperson performance is limited in scope and yielded inconclusive evidence. Grounded in Plank and Greene’s (1996) framework of salesperson effectiveness, this paper aims to empirically investigate the mediating role of adaptive selling behavior through which empathy and nonverbal immediacy influence sales force performance and the form of empathy (cognitive or affective) that has the most beneficial role in improving relationship (versus outcome) salesperson performance.

Using cross-sectional data that were collected from 422 pharmaceutical sales representatives, this study used structural equation modeling to test the hypothesized relationships.

Adaptive selling behavior mediates the effect of perspective taking empathy and empathic concern on relationship performance. However, the impact of empathy on outcome performance is not significant through adaptive selling behavior, but perspective taking empathy has a direct influence on outcome performance. Contrary to expectations, nonverbal immediacy is not mediated by adaptive selling behavior but has a direct and positive impact on relationship performance.

The results of this study have several implications for recruitment, training and assessment of salespeople in a B2B context. Based on the empirical evidence, it is highlighted that firms may use different forms of empathy and nonverbal cues to promote adaptive selling behavior that impact sales force performance (i.e. outcome or relationship).

To the authors’ knowledge, this is the first study which simultaneously examines the mediating role of adaptive selling behavior in the relationship between three antecedent variables that relate to sales force empathy and nonverbal communication (i.e. perspective taking empathy, empathic concern and nonverbal immediacy) and two aspects of B2B sales performance (relationship and outcome).