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A psychiatric population (n=123) was examined on how music preferences had changed after the onset of a mental disorder. Most patients did not change their previous music preference; this group of patients considered music helpful for their mental state, showed more attractivity and enforcement as personality traits and used music more for emotion modulation. Patients who experienced a preference shift reported that music had impaired them during the time of illness; these patients showed less ego-strength, less confidence and less enforcement and used music less for arousal modulation. A third subgroup stopped listening to music completely after the onset of the mental disorder; these patients attribute less importance to music and also reported that music had impaired their mental state. They showed more ego-strength and used music less for emotion modulation. The results suggest that the use of music in everyday life can be helpful as an emotion modulation strategy. However, some patients might need instructions on how to use music in a functional way and not a dysfunctional one. Psychiatrists and psychotherapists as well as music therapists should be aware of emotion modulation strategies, subjective valence of music and personality traits of their patients. Due to the ubiquity of music, psychoeducative instructions on how to use music in everyday life plays an increasing role in the treatment of mental illness.

Healthy and adaptive strategies for regulating emotions and coping with the demands of their jobs can help school-level leaders mitigate the factors and forces heightening the emotional aspects of their work, stave off the negative effects of work intensification and achieve wellness. As with most individuals in most professions, school-level leaders use several different strategies to manage their emotions and cope with the stresses associated with their work. Some of these coping strategies are associated with positive outcomes including situation selection and exercising autonomy over their workday, talking to colleagues, reappraisal, humour, controlled breathing, exercise and engaging in hobbies outside of work. However, even the most experienced and effective school-level leaders demonstrate a proclivity for engaging in coping strategies associated with maladaptive and negative outcomes. These maladaptive strategies include worrying about events over which they have little or no control, masking one's emotions using expressive suppression, using thought suppression to deal with symptoms of emotional exhaustion, distraction, manipulating the emotions of others as well as use of illegal or prescription drugs, alcohol and other forms of self-medication. This chapter concludes with a discussion of how there can be some overlap between these strategies in practice and how they are classified.

We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

By integrating the conservation of resources and the emotion-as-social-information theories, this study aims to question whether the leader’s effort to calm down when team members perceive intra-team conflict (ITC) may have a counterproductive effect on their interpersonal functioning. Specifically, the authors investigated whether team members with higher individual perceptions of ITC would be more likely to experience interpersonal strain (ISW) when their team leaders downregulate or suppress their emotional responses (i.e. high interpersonal modulation of emotional responses [MER]). A further objective of the study was to examine whether this exacerbating effect would be conditional on the leader’s sex.

Data were collected from 236 white collars nested in 48 teams (Msize = 6.23; SDsize = 2.69) and their respective team leaders (56.7% men) of a large organization providing financial services.

Multilevel model results showed that team members confronted with higher ITC experienced higher ISW levels, especially when the leader’s interpersonal modulation of team members’ emotional responses was high (vs low). This effect was stronger when the interpersonal modulation was enacted by women (vs men) team leaders.

This study moves an important step forward in the conflict and ISW literature, as it is the first to identify a leader’s MER and sex as key boundary conditions under which ITC is related to team members’ ISW. The implications of these findings for theory and practice are discussed.

Research in industrial and organizational psychology demonstrates that the regulation of negative emotions in response to both organizational stressors and interpersonal workplace interactions can result in functional and dysfunctional outcomes (Côté, 2005; Diefendorff, Richard, & Yang, 2008). Research on the regulation of negative emotions has additionally been conducted in social psychology, developmental psychology, neuropsychology, health psychology, and clinical psychology. A close reading of this broader literature, however, reveals that the conceptualization and use of the term “emotion regulation” varies within each research field as well as across these fields. The main focus of our chapter is to make sense of the term “emotion regulation” in the workplace by considering its use across a broad range of psychology disciplines. We then develop an overarching theoretical framework using disambiguating terminology to highlight what we argue are the important constructs involved in the process of intrapersonal emotion generation, emotional experience regulation, and emotional expression regulation in the workplace (e.g., emotional intelligence, emotion regulation strategies, emotion expression displays). We anticipate this chapter will enable researchers and industrial and organizational psychologists to identify the conditions under which functional regulation outcomes are more likely to occur and then build interventions around these findings.

In this chapter, I propose a model for how school-level leaders manage their emotions. This model consists of six components. School-level leaders typically have little direct influence over the first component of the model, which are the socio-contextual factors in the schools, school communities and jurisdictions in which they work. A school-level leader's identity, sense of self and their personal characteristics comprise the second component of the model. The third component of the model is a multi-directional arrow demonstrating connections and interactions between the socio-contextual factors and a school-level leader's sense of self. Factors that heighten school-level leaders' emotional experiences in schools are considered as part of the fourth component of this model for school-level leaders' emotional regulation. The fifth component are the emotional regulation strategies school-level leaders use to manage emotions that emerge as part of their workday, while influence of supports and professional learning are considered as part of the sixth component, Finally, the model also accounts for the chain reactions and feedback loops that can occur when an individual utilizes an emotional regulation strategy that is unsuccessful. Those processes produce new emotions that must be regulated using similar, or different, emotional regulation strategy(ies).

The large role that emotions play in the work lives of school-level leaders is absent from much of the research exploring what they do on a daily basis. This chapter discusses future directions for research surrounding the emotional aspects of school-level leadership and how this research can influence practice in meaningful ways. For example, it may be beneficial for future research to focus on principals who are struggling to manage their emotions. This would allow researchers to identify factors or practices associated with school-level leaders who are less able to manage their emotions in a positive manner and provide supports. Further, more large-scale research surrounding school-level leadership is needed to better understand how the ability to manage emotions intersects with other challenges in contemporary principals' work. Research of this nature would also provide additional avenues of support for current leaders. Future directions for practice include an emphasis on changing the culture so that school-level leaders who are struggling feel empowered to reach out beyond their immediate colleagues for supports. Without a renewed appreciation for the emotional aspects of their work, principals, vice-principals and other school-level leaders will be unable to maximise their impact on student outcomes.

This research aims to introduce an anxious product-shaking effect, whereby consumers regulate the emotion of anxiety (i.e. anxious, nervous and jittery) elicited through product packaging design by shaking a product, which decreases eating intentions and behavior. Shaking product interaction as a result of anxiety-inducing product packaging design is introduced as a strategy to counter emotional eating, as an effective preventive measure of obesity.

Three laboratory studies (Studies 1–3) and one online study (Study 4) are conducted. Study 1 examines the effect of anxiety-inducing product packaging design on product interaction (i.e. shaking vs pouring). Study 2 investigates whether product shaking is a form of emotional regulation to anxiety-inducing product packaging design. Study 3 explores the effect of emotional regulation suppression (i.e. pouring) and facilitation (i.e. shaking) on eating behavior. Study 4 examines the moderating role of phobia severity on the effect of anxiety-inducing product packaging on emotional regulation and the downstream consequences on eating intentions.

Results demonstrate that the presence of anxiety-eliciting product packaging design results in shaking of the product (Study 1) as a form of emotional regulation (Study 2). Results from Study 3 find that emotional regulation facilitation (i.e. shaking) decreases eating, while emotion regulation suppression (i.e. pouring) increases eating. Results of Study 4 show that when exposed to anxiety-inducing product packing design, those with low phobia severity are less likely to regulate their emotions, which subsequently increases their eating intentions.

This research is limited as it focuses only on product interaction and consumption of food products.

This research has important implications for marketers and product managers, as well as public policymakers, in encouraging responsible consumption behaviors in consumers. Marketing, product managers and policymakers should consider packaging design to introduce anxiety-inducing imagery on the packaging itself as a way to encourage shaking emotional regulation and to reduce eating, especially of unhealthy foods such as confectionary.

This research introduces and provides evidence of an anxious product-shaking effect that can reduce consumption of unhealthy food products. Anxiety-inducing packaging design strategy results in the emotional regulation of product shaking, which can reduce eating intentions and behavior.

While previous studies have proved the significance of family firm innovativeness (FFI), the question of how the emotion-regulation capabilities of family business managers affect FFI still remains open. This paper aims to examine the impact of the emotion-regulation capabilities of family business managers on FFI moderated by the family involvement in business management.

The present study is based on a quantitative research design. Data were collected with the help of a telephone survey. Overall, 192 family firms were surveyed, and the results were analysed using structural equation modelling (SEM).

The findings indicate that managers' emotion-regulation capabilities (independent variable) positively impact FFI (dependent variable). The research results also indicate that having more family members involved in the business (moderating variable) can lead to better innovation outcomes, assuming these family managers have sufficient emotion-regulating capabilities.

The research context could be broadened by differentiating between the industries in which family firms operate. This could aid a better understanding of the challenges, opportunities and market trends in different sectors. Future research might also include more diverse countries with deep family business traditions, strengthening the robustness of the findings across more varied contexts.

Using a multi-level perspective, this study contributes to the dynamic managerial capabilities and family business literature by showing that, in an environment where familial relationships can affect working relationships, the ability of managers to control their emotions and others' emotions can be a critical managerial resource that impacts FFI.

Emotion regulation is an ongoing multiprocess phenomenon and is a challenging developmental task to acquire in individuals with autism spectrum disorder (ASD) who have different neurobiological profiles and emotion regulation problems. The purpose of this paper is to review recent literature to understand the neurobiological and psychological perspective of emotion regulation in ASD, while converging themes of psychosocial interventions and existing best practices on emotion regulation within this heterogeneous population are reviewed and discussed in consideration of intellectual disability (ID).

Review of recent literature and common empirically supported interventions addressing emotional regulation implemented in individuals with and without ASD, and with and without ID were included in the electronic database search through PubMed, EBSChost, Science Direct, Wiley Online Library, GALE and SAGE. Search terms used included autism, ID, cognitive control, executive function, sensory processing/intervention, emotion regulation, cognitive behavior therapy, mindfulness, social stories, positive behavior support and behavior therapy.

Neural systems governing emotion regulation can be divided into “top-down” and “bottom-up” processing. Prefrontal cortex, cognitive and attentional control are critical for effective emotion regulation. Individuals with ASD, and with ID show impairments in these areas have problems with emotion regulation. Targeted psychosocial intervention need to consider bottom-up and top-down processes of emotion regulation, and that standardized interventions require adaptations.

There are limited studies looking into understanding the neurobiological and psychological perspective of emotion regulation in ASD and linking them to interventions. This review highlights psychosocial interventions that are important for further research, investigation and development as treatment in this population is limited.