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This study advances our knowledge about counternormative emotion management processes utilized in organizations. We investigate a research model in which managerial intimidation, and more specifically subordinates' perceptions about it, evokes fear, which reduces their job satisfaction and increases their turnover intentions.

The model was tested using two samples, one from the public sector and the other from the private sector. The data were collected in three waves using questionnaires.

Our findings validated the research model in the public sector alone, revealing sectorial differences regarding the destructive emotional and attitudinal implications of perceived managerial intimidation.

The current study sheds light on counternormative emotion management processes utilized in organizations, a topic we know little about. Furthermore, it advances our knowledge regarding the responses of the targets of impression management attempts, revealing sectorial differences about them. Finally, this study broadens our understanding about intimidation, an under-investigated impression management strategy.

Research indicates that inconsistent gender norm presentations are met with backlash, which is particularly damaging to women. With social media use in selection rising, it is important to understand if this remains consistent for job applicants on social media.

In two experiments, this study investigates hiring managers' reactions to job applicant (in)consistent gender norm-based communication on Facebook (n = 197) and YouTube (n = 203). Participants located in the United States were asked to review social media materials, reported perceptions of task and social attraction, and make hiring recommendations.

Inconsistent with work on backlash in face-to-face settings, results demonstrated that masculine communication styles on social media may be detrimental to job seekers, and this was more pronounced for male job seekers. Feminine presentation styles had more favorable results.

The findings challenge the long-held understanding that men have more leeway to behave in agentic ways in job seeking contexts. While this may remain true in face-to-face settings, these findings suggest that social media, lacking media richness, may be a context in which males experience backlash for agentic behavior.

The research offers a novel perspective investigating traditional gender expectations in the digital realm, paving the way for a more comprehensive understanding of gender in employment contexts. This study contributes to the growing body of research on online behavior and expands understanding of how hiring managers react to gender norms in the era of social media.

Professional touching behavior (PTB), defined as intentional touching behavior that occurs between organizational members and that falls within the boundaries of appropriateness and professionalism in the workplace, is prevalent in organizations. Scholars from multiple disciplines, including human resources researchers, have acknowledged the importance of physical contact for facilitating interpersonal communication and relationship-building. However, PTB may not only elicit positive reactions from those who receive it but also negative reactions as well, with implications for social dynamics in organizations. PTB can, on the one hand, fulfill employees’ desires for interpersonal connection; at the same time, such physical contact at work can represent a threat to employees’ health. To explain the nature and implications of these divergent effects of receiving PTB, the authors draw upon sociometer theory and behavioral immune system (BIS) theory to model the emotional, cognitive, and physiological processes via which, and the conditions under which, receiving such behavior will result in socially functional responses and prompt subsequent prosocial behavior, and when PTB will be perceived as a health risk and prompt withdrawal behavior. The theoretical framework of this chapter expands our conceptual understanding of the consequences of interpersonal physical contact at work and has important human resources management (HRM) implications for organizational managers.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

The study of humor has a long tradition in philosophy, sociology, psychology, anthropology, and communications. Evidence from these fields suggests that humor can have effects on creativity, cohesiveness, and performance, but organizational scholars have paid it relatively little attention. We hope to “jump-start” such a research program. To do this, we first outline the theoretical rationale underlying the production and appreciation of humor, namely, its motivational, cognitive, and emotional mechanisms. Next, we review the literature linking humor to creativity, cohesiveness, and other performance-relevant outcomes. In particular, we note how this literature is theoretically well-grounded, but that the empirical findings are largely correlational and/or based on qualitative research designs. Finally, we go beyond the current humor literature by developing specific predictions about how culture might interact with humor in organizational contexts. Throughout the paper, we discuss possible research directions and methodological issues relevant to the study of humor in organizations.

The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study empirically investigated the role of leaders’ positive mood and emotional intelligence in the development of charismatic leadership behaviors. We developed hypotheses linking these constructs and tested them in a sample of 34 leaders and their 165 direct followers from a multinational corporation. Results showed that both leaders’ positive mood and leaders’ emotional intelligence were positively related to their charismatic leadership behaviors, as rated by followers. Further, we found leaders’ emotional intelligence to moderate the relationship between leaders’ positive mood and their charismatic leadership behaviors. Emotionally intelligent leaders exhibited charismatic leadership behaviors to a high extent, largely irrespective of their degree of positive mood. In contrast, leaders low on emotional intelligence were more likely to exhibit charismatic behaviors when their positive mood was high, while they were less likely to exhibit such behaviors when their positive mood was low. We conclude by discussing the implications of these findings for leadership theory, research, and practice.

This purpose of this study was to investigate how consumers’ degree of rurality and preference for specific ad types are associated with their attitude toward femvertising (pro-female advertising).

An online survey of US-based respondents over 18 years of age was administered by Qualtrics Panels from February 7 to February 15, 2018. The final sample included 418 respondents.

The more urban the respondents’ location was, the more educated they were, leading to more support for gender equality but not a more positive attitude to femvertising. Liking of ads described as “funny,” “with a message” and “emotional” was associated with a more positive attitude toward femvertising.

The findings were limited by the use of a convenience sample and the limited variance in participants’ rurality owing to the prevalence of respondents based in or near metropolitan areas. Future research should seek to understand how, if at all, femvertising has affected rather than only reflected social change across a variety of cultural settings.

Marketers can expect femvertising appeals to be relatively effective across the rural–urban divide. Femvertising campaigns should consider using or continue to use humor, inspiration/moral reasoning, and emotion in their messages.

The relative lack of controversy surrounding femvertising indicates gender equality may be embraced across social divides, possibly because in the current economic environment, women’s empowerment is linked to monetary gains for both companies and households.

As the demand for companies to take a stance regarding socially charged issues increases, there is a critical need to understand the factors that impact consumer demand in the context of pro-female messaging. This study expands the literature on the effects of two such factors – rurality and ad type preferences – on attitudes toward advertising promoting egalitarian values. No previous research has investigated the role of these variables in cause-related marketing.

Virtual forms of organizing are increasing in today's organizations, with virtual teams being one of the most popular ways to bring distributed individuals together to work on tasks and make decisions. However, theory suggests that the factors that drive unethical behaviors in teams – such as deindividuated communication and impeded identification – are the same factors that characterize interaction in virtual teams. This suggests that virtual interaction may make teams particularly vulnerable to unethical behaviors such as opportunism and deception. This chapter maps out a theoretical model to better understand when unethical behaviors are likely to occur in virtual teams, and what virtual team characteristics might help to mitigate the likelihood of such behaviors.

Does perceived managerial intimidation result in harmful emotional and behavioral implications that impair employees' performance? If so, are there buffers against these implications? To answer these questions, the current study relies on the social exchange theory and presents a moderated mediation model in which (1) perceived managerial intimidation evokes hostility that results in both organizational counterproductive work behavior (O-CWB) and interpersonal counterproductive work behavior (I-CWB) and (2) negative affectivity, political skill, tenure with the manager and sectorial affiliation moderate these relationships.

The moderated mediation model was tested using a sample of 367 subordinates. The data were collected in three waves.

Perceived managerial intimidation was positively related to hostility and both forms of CWB. Moreover, hostility mediated the relationships between perceived managerial intimidation and these two outcomes and sectorial affiliation moderated these mediations.

Public organizations should implement training programs to develop the awareness of the organizations' managers about the harmful implications of perceived managerial intimidation and teach the managers acceptable methods for improving employees' performance.

This study investigates whether perceived managerial intimidation results in CWB. The study's findings demonstrate positive relationships between these variables, shedding light on the emotional mediating mechanism that links the variables. Moreover, the study validates sectorial affiliation as a buffer against the negative emotional and behavioral implications of perceived managerial intimidation, providing ideas for practical implications.