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The focus on local-level policy initiatives in US anti-fracking movements presents unique opportunities to explore interactions between professional advocacy organizations with regional/national constituencies and grassroots organizations with constituencies who will directly experience changes in local landscapes resulting from unconventional oil and gas development (UOGD). However, research on anti-fracking movements in the US has considered dynamics of interorganizational cooperation only peripherally. This chapter examines factors that motivate coalition building, sources of coalition fragmentation, and the progressive polarization of grassroots anti-fracking and countermovement activists using qualitative research on an anti-fracking movement in Illinois. While grassroots groups may experience some strategic advantages by collaborating with extra-local, professionalized advocacy organizations, these relationships involve navigating considerable inequalities. In the case presented here, I find that coalition building was important for putting UOGD on the policy agenda. However, when anti-fracking activists began experiencing success, institutionalization rapidly produced fragmentation in the coalition, and a countermovement of UOGD supporters was formed. I highlight how ordinary movement dynamics are particularly susceptible to polarization in the context of local land use disputes that “scale-up” to involve broader movement constituencies as perceptions of distributive injustice collide with perceptions of procedural injustice.

In recent years, inspired by poststructuralist theory, the study of “sex discrimination” has moved from universalistic to con(textual) analysis. Alvesson and Due Billing (1997), for example, argue for analysis of localized constructions and understandings of masculinity and femininity, and Collinson and Hearn (1994, 1996) argue for a greater understanding of different forms of masculinity and the implications for discrimination. In this chapter, we explore the impact of local cultural rules on the social construction of gendered images in three different airlines—Trans-Canada Airlines (TCA), Pan American Airways (PAA), and the British Overseas Airways Corporation (BOAC). This comparative investigation reveals both differences and similarities across the airlines in the workplace practices that result in discriminatory outcomes for females. Using a rules approach (Helms Mills & Mills, 2000), this study explores the dynamic nature of localized, social phenomena that create, maintain, and unsettle gendered practices. It is through such an exploration that we interpret the notion of hegemonic masculinity and attempt to unravel the “truths” of unquestioned, mundane practices.

This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are reviewed and discussed in a leadership context.

The social functions of fear, anger, and sadness are first presented. Following each emotion, the target of emotional expression – both other-directed (i.e., targeting followers and/or emotion-eliciting events) and self-directed (i.e., targeting leader) – is further discussed.

A symmetrical assumption has emerged over recent years that positive emotions result in positive outcomes and negative emotions lead to negative outcomes. In practice, the realities of organizational life and leader–follower interactions do not reflect such a neat juxtaposition. Positively valenced emotions can yield negative outcomes, and negatively valenced emotions can bring about positive outcomes.

Unpleasant emotions – fear and sadness, in particular – remain understudied in organizational and leadership literature, even though leaders experience these emotions just like the rest of us. This review offers ideas, through the combination of psychological and leadership research, on how social functions of dreaded emotions, including fear, anger, and sadness, can yield desirable leadership outcomes.

This chapter provides a review on unpleasant emotions (i.e., fear, anger, and sadness) that are rarely discussed and underresearched in leadership literature.

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.

Collegiality is the modus operandi of universities. Collegiality is central to academic freedom and scientific quality. In this way, collegiality also contributes to the good functioning of universities’ contribution to society and democracy. In this concluding paper of the special issue on collegiality, we summarize the main findings and takeaways from our collective studies. We summarize the main challenges and contestations to collegiality and to universities, but also document lines of resistance, activation, and maintenance. We depict varieties of collegiality and conclude by emphasizing that future research needs to be based on an appreciation of this variation. We argue that it is essential to incorporate such a variation-sensitive perspective into discussions on academic freedom and scientific quality and highlight themes surfaced by the different studies that remain under-explored in extant literature: institutional trust, field-level studies of collegiality, and collegiality and communication. Finally, we offer some remarks on methodological and theoretical implications of this research and conclude by summarizing our research agenda in a list of themes.

Are public officials held accountable for political scandals? Existing scholarship typically focuses on voters' response to scandals showing politicians are often punished at the polls for scandals. Specifically, they are more likely to be punished for the abuse of public office for personal gain than for scandals involving personal affairs. That said, not all politicians implicated in scandals seek reelection. Although difficult to observe, many politicians may be pushed out of office by their political party before they have an opportunity to stand for reelection – resigning or retiring before the next election. Others are appointed and consequently never stand for election. We collect a new dataset to understand how scandals affect politicians' careers and whether public officials are held accountable at other junctures. We trace the pathways of politicians implicated in scandals. We document the type and onset of scandals, individuals' reactions to scandals, and whether and when they leave office. Our novel data contribution provides rich descriptive statistics on corruption in the US Congress over time, with new insights into the conditions under which scandals end politicians' careers. The common patterns and significant differences revealed in these data suggest that the impact of scandals on public officials' careers may have less to do with the nature of the scandal or the specific actions undertaken by those implicated and may depend more on the actions of political parties.

To critically consider the role that environmental sustainability plays in Sport for Development and Peace's (SDP) conceptualization of development in Indigenous communities in Canada. To do this, the chapter presents a critical analysis of one of the most prominent SDP organizations in Canada, Right To Play (RTP), and its relationship with extractives companies that support RTP initiatives.

In the first part of the chapter, we discuss the role of environmental sustainability in SDP approaches around the globe. In the second part, a textual analysis of RTP's documents is conducted to consider how environmental sustainability plays a role in its promotion of development in Indigenous communities throughout Canada.

Key findings of the research are presented and critically analyzed. The textual analysis of RTP documents shows that there is currently little consideration of environmental sustainability in the promotion and description of RTP's programs that operate in Indigenous communities in Canada. In addition, RTP's connections to extractives companies raise questions about the potential future directions.

The limitations of a textual analysis approach are discussed and the need for future research in this area is outlined with specific reference to how SDP programs might promote environmental sustainability.

The French higher education system has experienced reforms since the 2000s that gradually emphasized the executive power of universities and the centralization of decision-making. This culminated with the excellence initiatives (Idex) that concentrated 7.7 billion euros on only nine institutions to create “world-class” universities and made their leaders responsible for the local allocation of this substantial endowment. The universities’ executives had four years to complete changes in governance in order to see their institution permanently awarded the title and the funding of Idex. The hiring process is one of the elements that this policy impacted the most within these universities, enabling leaders to create new kinds of positions and control the hiring process. However, by looking at the hiring practices within three different Idex, we will show that collegiality did not disappear but rather it evolved: in the three cases, the closest colleagues have been marginalized but decision-making remained collective and in the hands of academics chosen by the university executives. Variations in the intensity of this evolution could be observed according to two dimensions. First, the scientific reputation of the university: the higher it is, the less collegiality is transformed. Second, the level of external pressures: the less collegial universities have relaxed their hiring practices after the evaluation that permanently granted them the label of Idex.