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In this introductory chapter, we establish the basis for the theme of this volume, “Emotions and Disruption.” We discuss how the initial idea for the theme arose during the height of COVID-19. At this time, and as widely reported in the press (e.g., see Grensing-Pophal, 2020), a myriad of workplace disruptions occurred impacting employees' moods and emotions and their subsequent well-being and performance. We open by discussing some key work on emotions research during change and disturbance, followed by a synopsis of each of the chapters in this volume, including discussion of their key contributions. This includes an overview of how some of these chapters were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (EMONET XII), an event that took place for the first time online in response to the turbulence and travel disruptions created by the pandemic.

In this chapter we give an outline of the organization of this book and discuss its four major parts. We then relate each chapter to the relevant part and consider its key contributions in terms of what we have learnt about emotions when applying the lens of disruption.

We conclude that the chapters provide a range of insights and practical solutions for dealing with emotions during different types of disruption that should be helpful to practitioners and academics.

The chapters investigate underresearched topics and thus make new and important contributions. While many topics addressed in the chapters are still in their initial stages, they clearly have the potential to make a significant impact on people's work lives.

Purpose: In this summative article the volume editors discuss some of the “antidotes” to negative emotions that the authors in this volume have set out. Design: The summary is arranged in five sections: (1) Negative emotions as learning opportunities; (2) attributions and cognitive reframing; (3) importance of emotional intelligence; (4) leader empathy and organizational support; and (5) benefits of solving negative employee emotions. Findings: Despite the pervasiveness of negative emotions and experiences in organizations, they can lead to positive outcomes if handled appropriately. Research Implications: The contributions to this volume focus on a wide variety of important but underresearched topics in emotions and affect; and contain many original solutions to dealing with such emotions that may ultimately prove beneficial to organizations. Practical Implications: Organizations that are good at helping their employees cope with negative emotions have a competitive advantage in improving their employees' job performance and organizational commitment. Social Implications: The negative emotions examined in the articles presented in this volume have an impact on employee well-being. Thus, coping with these emotions is crucial to society. Originality/Value: The articles in this volume provide a variety of original solutions to what some might see as an “epidemic”’ of negativity in organizations.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

In this chapter, we outline the background to the present volume, including the history of the Emonet group and the origins of the book series. We argue that the volume subtitle “A coat of many colors” reflects the diversity of approaches to studying emotion in organizational settings. We then provide a summary of the 11 contributor chapters in the volume, which illustrates the wide range of emotion-related topics covered in the volume.

This chapter provides an overview of the chapters in the volume, and gives a brief summary of each chapter, explaining how each fits into the overall theme of the volume and listing the key contribution of each chapter.

The introduction concludes with a summary of main findings of the chapters, and how they shape the future of the field, concluding that, since emotion-related topics nowadays are so integrated into the mainstream literature in organizational behavior and organization theory, maybe there is no longer a need to address emotions as a stand-alone topic.

The chapters in this volume address a wide range of emotion-related topics in the fields of organizational behavior and organization theory and point to the future of research in this field.

This chapter reviews some of the learnings and solutions suggested by the chapter authors regarding the role of emotions during disruption and offers ideas for future research. The aim is to offer a positive conclusion to the problems (and opportunities) of disruption.

The learnings are arranged under four headings: (1) The heightened salience and complexity of emotions and emotional processes during disruption; (2) The upside of disruption if emotions are managed effectively: performance and other outcomes; (3) The importance of working relationships for emotions during disruption; and (4) The critical role of leader emotional competencies and responses during disruption.

The challenges posed by various forms of disruption, and the emotions they engender, can lead to positive outcomes if managed appropriately.

The contributions in this book highlight a broad range of important but under researched topics regarding various forms of organizational disruption, emotions, and emotional processes. Chapter authors also offer many solutions for dealing with the challenges associated with these issues that might prove helpful in today's organizations.

The affect-related processes and outcomes examined in the chapters presented in this book have an impact on employee well-being and performance. As such, managing emotions appropriately and effectively is important for society.

The chapters in this book provide a variety of original perspectives and solutions on the role of emotions during the modern era of endemic disruption.

Organizational change is endemic and can be disruptive for leaders' emotions and subsequent behaviors. While many studies focus on employees' reactions to change, there are few that focus on leader responses to change. The focus of our study is on leaders. In this chapter, we outline a qualitative study examining a leader's emotion regulation during organizational change. The aim of our research is to better understand the emotions leaders experience during organizational change and what emotion regulation strategies they enact to support positive outcomes.

Data were collected through interviews with 25 middle and senior management who were involved in organizational change at the time of interviews. The day reconstruction method was used to evoke and more accurately capture leaders' memories of an emerging or actual change event, the emotions they experienced, and the emotional regulation strategies utilized. Conceptualizing the change as a disruptive affective event, we asked participants to recall scenarios related to the change that triggered an emotional response and drew on the process model of emotion regulation (Gross, 1998a) to interpret these data. To round off the interviews, we captured the leader's personal outcomes from the emotion regulation strategies enacted.

Based on the data, leaders managing organizational change processes described the experience as a series of disruptive affective events that were more often associated with experiences of negatively valanced emotions (compared to positive emotions). Further, leaders were most likely to respond to these affective disruptions with the specific emotion regulation strategy of suppression (i.e., masking negative feelings with neutral or positive affective displays). A major reason leaders report responding with suppression is to maintain their professionalism, even if this undermines their health and well-being.

Qualitative research seeking to understand a leader's emotion experiences during organizational change is rare. These findings provide a more nuanced understanding of the affective nature of leaders' experiences and responses when managing the disruptive processes of change. This knowledge can assist organizations to develop processes and tools to support leaders dealing with the emotional realities of change to enable better outcomes for themselves and their followers.

Purpose: This introduction sets the stage for the book theme, “Emotions and Negativity,” by reviewing the early work on negative emotions and by discussing the impact of the COVID pandemic on people’s moods and emotions. It discusses how most of the chapters in this book were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (“Emonet XII”). It then highlights the key contributions from each of the chapters. Study Design/Methodology/Approach: This gives an overview of the organizational structure of the book and explains the four major parts of the book. It then relates each chapter to the theme of each part and discusses the key contributions of each chapter. Findings: The introduction concludes by observing that the chapters offer a variety of practical solutions to negative emotions that should be of use to both practitioners and academicians. Originality/Value: The chapters investigate underresearched topics, and thus make original and important new contributions. Although underresearched, the topics they explore have a major impact on people’s lives. Thus, these chapters add considerable value to the field.

Purpose: In this chapter, we develop a conceptual model, the relational anger model (RAM). The model aims to better understand the receivers' attributions and emotion regulation strategies used in the face of intense workplace anger. We also report a test of this model in a workplace setting. Study Design/Methodology/Approach: The data were collected through a survey using a split administration design conducted in various industries. The analysis used PROCESS based on data gathered from 122 employees. Findings: The results indicated that perceptions of greater anger intensity are associated with lower target positive health (e.g., lowered work functionality). When attributions of higher sender anger intensity are viewed as appropriate, targets experience better health outcomes. Targets' attribution of lower sender anger intensity appropriateness is also associated with targets' reporting higher negative health outcomes (e.g., lowered self-esteem). Support for the full moderated mediation model of the effects of the ER strategies is not found. However, separate paths within the model are significant as outlined in the analysis throughout this chapter. Originality/Value: Overall, the RAM increases our understanding of a receivers' internal cognitive and affective processes in the face of workplace anger manifestations in organizations. Research Limitations: There is a possibility of common method variance affecting the study results, but a split administration design was used to minimize this effect. The study may also be affected by memory of the anger incident, which we tried to overcome using the Day Reconstruction Method.