TY - CHAP AB - In this study, we explore what incites anger in business executives when making organizational decisions. In an inductive analysis of interviews with business executives about decisions where they experienced anger, six different triggers of anger – all related to behavioral-ethics issues – emerged. Two distinct attitudes toward anger – “negative” and “integrated” – also emerged as a significant theme. Based on our findings, we argue that anger may operate like an “ethical barometer” that informs an individual of potential ethical violations at any point in a decision-making process. The implications of these emergent findings for organizational practice and research on affect and decision-making are discussed. VL - 4 SN - 978-1-84663-941-8, 978-1-84663-940-1/1746-9791 DO - 10.1016/S1746-9791(08)04006-6 UR - https://doi.org/10.1016/S1746-9791(08)04006-6 AU - Mickel Amy E. AU - Ozcelik Hakan ED - Wilfred J. Zerbe ED - Charmine E.J. Härtel ED - Neal M. Ashkanasy PY - 2008 Y1 - 2008/01/01 TI - Chapter 6 When executives get angry: the importance of anger and its triggers to ethical awareness and sensitivity T2 - Emotions, Ethics and Decision-Making T3 - Research on Emotion in Organizations PB - Emerald Group Publishing Limited SP - 131 EP - 154 Y2 - 2024/03/29 ER -