Given the interdependent and interpersonal nature of organizations, it is not surprising that the beneficial effects of helping behavior for individuals, groups, and their organizations have been well documented (Brief & Motowidlo, 1986; Podsakoff et al, 2000; Podsakoff, Whiting, Podsakoff, & Blume, 2009). However, little is known regarding how to elicit such behavior in the workplace. Thus, a more complete understanding of the mechanisms and processes that lead to helping behavior is needed (Settoon & Mossholder, 2002). To begin to explicate this critical process, the present study manipulated state identity level (individual, relational, or collective) in order to stimulate state levels of empathy and perspective-taking and subsequent helping behavior toward a previously unknown other. It was predicted that participants in the state relational identity condition (thinking of oneself in terms of close peer relationships) would experience the greatest empathy and subsequently be the most likely to help. Although this was not supported, several interesting results emerged. Condition and trait relational identity interacted such that relational condition participants high in trait relational identity were significantly more likely to help than individuals low in trait relational identity. Further, participants who described themselves as helpful at the beginning of the study were significantly more likely to help than individuals who did not describe themselves in this way. Finally, the percentage of phrases used to describe oneself that reflected a concern for others was significantly related to the choice to help and the number of hours volunteered.
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