Punish or Forgive? Exploring the Mediating Role of Perceived CEO Attitude on the Interaction of Emotional Crisis Communication and Crisis Type

James Ndone, Qi Zheng, Rongting Niu (PhD student), Yan Jin, Margaret Duffy. (2026). “Punish or Forgive? Exploring the Mediating Role of Perceived CEO Attitude on the Interaction of Emotional Crisis Communication and Crisis Type.” Public Relations Review, 52(1), 102651. https://doi.org/10.1016/j.pubrev.2025.102651 Abstract: This study explores how crisis type, specifically product-harm (i.e., performance-related) vs. moral-harm (i.e., value-related) and CEO’s emotional expression (anger vs. shame) in organizational crisis response affect publics’ punishment expectations and forgiveness after a crisis. Additionally, it examines the mediating roles of perceived CEO attitudes (arrogance and sincerity) in these relationships. Using a 2 (crisis type: product-harm vs. moral-harm) × 2 (CEO emotional expression: anger vs. shame) between-subjects design (N = 406, recruited via CloudResearch), the results showed that a product-harm crisis significantly triggered higher punishment expectations and lower forgiveness compared to a moral-harm crisis. However, contrary to expectations, the CEO’s emotional expression did not directly influence the intended punishment or forgiveness. Furthermore, perceived CEO attitudes (i.e., arrogance and sincerity) significantly mediated these effects on intended behaviors among participants. Significant moderated mediation effects were detected when the CEO expressed anger. In product-harm crises, such expressions of anger reduced perceptions of the CEO’s sincerity and increased perceptions of arrogance, which in turn heightened punishment expectations and lowered forgiveness. Both theoretical and practical implications of the current study are discussed.