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intentions and was likely going to lie in the negotiation as well
(Tenbrunsel, 1998). In related research on lying, Sagarin, Rhoads, and
Cialdini (1998) found that after lying to another person, the liar is more
likely to judge the person being lied to as less honest compared to other

individuals. These results indicate that individuals’ temptation to
deceive their counterpart bias their perception of the other parties’
intentions, thus leading to a potentially vicious cycle (Boles et al., 2000).

Importantly, negotiation research has also identified ways through
which deception can be attenuated. For instance, deception is less likely
to occur when mutual interests are uncovered by the parties negotiating
(O’Connor & Carnevale, 1997), when negotiations occur face-to-face

rather than over email (Valley, Moag & Bazerman, 1998), when ethical
standards are salient (Aquino, 1998), in negotiations where parties have
high affective trust (Olekalns & Smith, 2009), and when negotiators ask

direct rather than indirect questions to their counterparts (Schweitzer &
Croson, 1999).
Over the years, then, this body of work has uncovered important

antecedents of deception and has also identified conditions under which
deception can be reduced. One question that has received less attention
to date is how emotions affect negotiator behavior (Brooks-Wood &

Schweitzer, 2011), and deception more specifically. During a
negotiation, parties are likely to experience different emotions, or they
may approach the negotiation with particularly good or bad feelings
(e.g., anger or anxiety). In fact, the conflict nature that is often

embedded in negotiations makes discussions at the bargaining table
frequently emotional and/or contentious (Barry, 1999; Barry & Oliver,
1996). The emotions that negotiators “bring to the table” can greatly

impact their decision making, their strategies and their actions (Frijda,
1986; BrooksWood & Schweitzer, 2011), and, as a result, the
subsequent negotiated outcomes. How do emotions influence
negotiators’ behavior? And, more specifically, what is the impact of the

emotions negotiators experience during the negotiation on their
likelihood to deceive their counterpart?
In the remainder of the chapter, we address these questions and

examine ways in which emotions affect deception. We first review
existing work on the role of emotions in negotiation more generally, and
then identify areas that have not yet received attention in the literature

and that could provide fruitful venues for future research.