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Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

To clarify inconsistencies in the emotion elicitation process and to suggest avenues for advancing emotion research, this study aims to conduct a systematic review of emotion research in the subject area of hospitality and tourism management.

This study analyzes 178 emotion-related articles published in 37 journals from 2004–2019 in the context of hospitality and tourism, providing a systematic synthesis of publication outlets and trajectories, research settings, the conceptualization of emotion, emotion measurement, classifications of antecedents and consequences.

Regarding the elicitation of emotions, many studies ignore the developments in emotion research in the mainstream discipline and still consider external stimuli as the direct causes of emotion. Numerous studies conceptualize customer emotion as positive or negative, which overlooks the nuances between discrete emotions with the same valence. Additionally, emotion scales are largely borrowed from psychology without considering the specific characteristics of the hospitality and tourism context. Methodologically, most studies take a single-measure lens with either a self-report, physiological or expression behavior measure.

The analysis of the literature highlights three main areas for future emotion studies in the hospitality and tourism context.

Previous reviews are narrative and only address specific areas of interest, rendering them incapable of explaining how a systematic literature identification process was conducted. The present systematic review is among the first to provide an overview of emotion studies in hospitality and tourism over a 15-year period. By drawing insights from appraisal theories of emotions, this review addresses common misunderstandings concerning the emotion elicitation process in the current hospitality and tourism literature.

This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.

The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.

Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.

This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.

Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.

Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.

The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).

Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.

First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.

To reconcile theoretical discrepancies between discrete emotion, dimensional emotion (positive vs. negative affect), and the circumplex model, we propose the bifurcation model of affect structure (BMAS). Based on complexity theory, this model explores how emotion as an adaptive complex system reacts to affective events through negative and positive feedback loops, resulting in self-organizing oscillation and transformations between three states: equilibrium emotion, discrete positive and negative emotion in the near-equilibrium state, and chaotic emotion. We argue that the BMAS is superior to the extant models in revealing the dynamic connections between emotions and the intensity of affective events in organizational settings.

We take an affect-based approach to theoretically introduce and explore the knowing-doing gap of leadership. We focus on the emotion of fear that managers may experience in the workplace, and how it may influence the transfer of their leadership knowledge into leadership action.

We use Affective Events Theory as our underlying theoretical lens, drawing on emotional, cognitive, and behavioral mechanisms to explain the role of fear in the widening and bridging of the knowing-doing gap of leadership.

We theoretically explore the interplay between leader fear, the leadership contexts, and the knowing-doing gap of leadership. From this, we develop a multidimensional theoretical framework on the influence of leader fear on the knowing-doing gap of leadership.

We highlight how fear and the knowing-doing gap of leadership may be influenced by and potentially impact on individual managers and their leadership contexts.

Our initial theoretical framework provides a starting point for understanding fear and the knowing-doing gap of leadership. It has implications for future research to enhance our understanding of the topic, and contributes toward existing approaches on leadership development as well as emotions and leadership.

This paper aims to explore how negative emotions lead to differential relationships with informal learning. Informal learning is posited to serve as a coping mechanism and positively influence performance.

This paper provides a conceptual, process-based framework to explain the relationship between informal learning and stressful emotions of anger and anxiety.

The proposed framework in this paper suggests that informal learning in conjunction with emotion regulation can help neutralize negative emotions and promote improved cognitive functioning, better social functioning and higher task performance. From a practical perspective, the provided framework should help managers and organizational leaders better understand the emergence of negative emotion and how to constructively channel employee well-being from them.

Much of the informal learning literature has investigated dispositional and situational influences, without regard to the role that discrete emotions play in influencing cognitive, behavioral and motivational learning processes. This paper addresses this gap through a theoretical framework that explains the relationship between negative emotions and informal learning.

This systematic review synthesizes the recent literature (2010–2020) on hospitality employees’ emotions, affect and moods. This study has three objectives: to clarify the definitions of emotions, affect and moods; to explain how theories are integrated into understanding hospitality employees’ emotions, affect and moods; and to assess how emotions, affect and moods are measured.

Using seven major databases, the authors selected 61 peer-reviewed academic journal articles published in hospitality outlets for review. We based our study on five stages of conducting a systematic review: scoping, planning, identification, screening and eligibility.

Affect is an umbrella term encompassing moods and emotions. Emotions are distinct from emotion-laden constructs, such as emotional labor and emotional intelligence. Theories on conservation of resources, emotional labor and social exchange have been most frequently used to understand hospitality employees’ emotions. However, they overlooked the dynamic nature of emotions when using these theories. Hospitality researchers often used a subset of the positive and negative affect scale and did not discuss back-translation.

Hospitality employees’ emotions lead to far-reaching consequences in attitudes, intentions and behaviors in work and non-work domains. Effective practices (e.g. creating a supportive climate) that help evoke positive employee emotions and reduce negative employee emotions are thus desirable.

Our findings crystallize the understanding of emotions, affect and moods of hospitality employees. We further provide a roadmap for future research on hospitality employees’ emotions. Data triangulation, cross-cultural research and mixed emotions are novel opportunities for future research.

This conceptual chapter introduces an interdisciplinary model of emotional ambivalence using an adapted framework based on the Affective Events Theory (AET). Given the preoccupation in the current literature with studying affective disposition and discrete emotions, there is opportunity for researchers to explore the presence and influence of conflicting emotions. I use the organizational context of Personal Web Usage (PWU) monitoring to set the stage for a hypothetical discussion of the AET-based model of emotional ambivalence. The likelihood of conflict in the cultural norms and values associated with both monitoring activity and employee behavior presents an opportune setting to study emotional ambivalence. After an in-depth description of the model and its application to the PWU-based monitoring context, I conclude with a brief discussion of potential areas for future research.