Search results

The purpose of this paper is to examine the impact of emotional culture on the quality of employee–organization relationships (EORs). To understand the nuances of the influence of positive and negative emotional cultures on employee relational outcomes, this study specifically examined four fundamental emotional cultures, namely, joy, love, fear and sadness, in the cultivation of EORs. Further, as more recent emotional connotations of culture delve into the connections between employees’ fundamental need for psychological satisfaction and business success, likewise, this study proposes employees’ psychological need satisfaction as a potential mediator that explains how emotional culture influences employee–organization relational outcomes.

To test the hypothesized model, the authors conducted an online survey on a random sample of 509 employees working in 19 diverse industry sectors in a one-week period in February 2017, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

Results indicated that joy, happiness, excitement, companionate love, affection and warmth could meet employees’ psychological need for mutual respect, care, connection and interdependence within the organization. Such culture contributed to employees’ feelings of trust, satisfaction, mutual control and commitment toward the organization. By contrast, employees in organizations with a dispirited, downcast and sad emotional culture were less inclined to develop quality relationships with the organization. Employees in organizations where the emotional culture was fearful, anxious, tense or scared were less likely to satisfy their psychological need for relatedness.

This study is among one of the earliest attempts to theorize and operationalize organizational emotional culture, which fills the research gap in decades of organizational culture research that focused predominantly on the cognitive aspect. Also, this study expands the thriving relationship management literature, in particular, employee relationship management research by showing the positive impact of emotional culture of joy and love and negative impact of emotional culture of sadness on employee relational outcomes.

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).

This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.

The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.

This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

This study examines cross-cultural differences in the emotional labor performed by flight attendants working in a multi-cultural setting. There appears to be cultural variations in how workers perform emotional labor, notably in the extent to which they engage in deep acting and hide their feelings, but not in the extent to which they fake their emotional displays. The results generally suggest that collectivism, both vertical and horizontal, is associated with deep acting.

Drawing upon theories of conservation of resources (COR), broaden-and-build (BnB), self-determination, and the job demands- resources (JD-R) model, this study uniquely tries to understand the mechanisms that contribute to happiness at work by proposing a model of the effects of emotional culture of joy on happiness at work, where psychological safety and relational attachments serve as intervening mechanisms among the aforesaid relationship.

A three-wave time-lagged study with 340 employees from Pakistani organizations was conducted. Data were analyzed using covariance-based structural equation modelling.

The results indicate that emotional culture of joy significantly predicts happiness at work. Furthermore, emotional culture of joy significantly and positively influences both psychological safety and relational attachment. Finally, the relationship between emotional culture of joy and happiness at work is found to be mediated by both relational attachment and psychological safety.

The results are of utmost importance as they provide insights to policy makers and organizations administrators on the value of emotional culture of joy and its contribution to employees’ wellbeing, and indeed its role in fostering important psychological and emotional resources such as psychological safety and relational attachment.

This study is unique for the following reasons. First, it addresses and bridges a gap pertaining to the drivers of happiness at work. Second, this is the first study that considers emotional culture of joy as an antecedent to happiness at work. Third, the employment of both psychological safety and relational attachment as intervening mechanisms in the relationship between emotional culture of joy and happiness at work has not been previously addressed in the management and wellbeing literature. Finally, the study shifts direction from studying organizational drivers (i.e. HR, organization support, etc.) of happiness at work to the examination of psychological and emotional resources that may influence happiness at work.

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.

The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.

The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.

This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.

This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

This paper seeks to explore the relationship between the emotional intelligence (EI) and transformational leadership practices of academic leaders in Taiwan and the USA. It aims to investigate whether cross‐cultural differences exist in academic leaders' EI, leadership practices, and the relationship between them.

The study employs a casual‐comparative approach to draw cross‐cultural comparisons. Convenience samples of 50 academic leaders in Taiwan and 50 in the USA were selected as two comparison sample groups. Two instruments were selected to measure emotional intelligence and leadership effectiveness.

Results of the correlational analyses indicate that Taiwanese participants' overall EI was found to be positively correlated in a statistically significant manner with all five areas of leadership practice. The US participants were found to have statistically significant positive relationships between overall emotional intelligence and all areas of leadership practice except Challenging the process, and Inspiring a shared vision. ANOVA results reveal that significant differences exist in distinct areas of EI and distinct areas of leadership practice as a function of cultural difference.

An important limitation of the present study is the probability of response bias resulting from self‐reported data.

The study has significance in three aspects. First, it investigates a less understood and explored issue: cross‐cultural differences in the relationship between emotional intelligence and leadership practices. Second, findings of the study make contributions to the body of research in a number of related disciplines, such as leadership effectiveness, emotional intelligence, cross‐cultural research on leadership, and cross‐cultural studies of emotional intelligence. Third, the results of the study bring significant insights into the field of cross‐cultural leadership development in the academic context.

Despite ongoing controversy, emotional intelligence is emerging as a potentially important variable in furthering our understanding of individual behavior in organizations. In this respect, however, most of the research in relation to emotional intelligence has been at the individual level of behavior. In this chapter, we develop a framework for considering the impact of emotional intelligence at the organizational level. Specifically, we map Mayer and Salovey's four emotional intelligence abilities onto Shein's three-level organizational culture schema. We conclude with a discussion of implications for managers and suggest that the model we propose may prove to be a useful starting point for future research into emotional intelligence as an organizational phenomenon.

The purpose of this paper is to discuss whether creative tourists can transform the service encounter in city hotels in a way that can reduce the amount of emotional labor required from service employees and its negative consequences.

Based on current definitions of creative tourism, on the literature of culture, culture's relation to emotions and emotional labor, the researchers develop a conceptual spatial model for the city. The model aims to understand how creative tourists can influence the hospitality industry as they move between creative and standardized spaces.

The spatial model conceptualizes the city as having two divergent spaces for creative tourists. The model suggests that differently constructed characteristics of these spaces interrupt the continuity of the creative tourism experience. Therefore, the possibility of a transitive relationship between these spaces may benefit both creative tourists, by providing unity to their experiences, and service employees, by reducing the amount of organizational control on their emotional displays during service encounters.

The paper offers a preliminary model. Therefore, empirical research is obligatory to understand whether this proposed spatial model and the related consequences have equivalence in real life situations.

The model can bring about various practical implications for human resources processes of hotels ranging from selection to training.

The study offers a model proposing a continuity of creative tourist experiences in different spaces. It also constitutes an effort to question the requirement of emotional labor from hospitality employees.

While emotions and feelings arise in the singular personality, they may also develop a normative dimensionality in a plural agency. The authors identify the cybernetic systemic principles of how emotions might be normatively regulated and affect plural agency performance. The purpose of this paper is to develop a generic cultural socio-cognitive trait theory of plural affective agency (the emotional organization), involving interactive cognitive and affective traits, and these play a role within the contexts of Mergers and Acquisitions (M & A).

The authors integrate James Gross’ model of emotion regulation with the earlier work on normative personality in the context of Mindset Agency Theory. The agency is a socio-cognitive entity with attitude, and operates through traits that control thinking and decision making. These traits are epistemically independent and operate on a bipolar scale; with the alternate poles having an auxiliary function to each other – where the traits may take intermediary “balanced” states between the poles.

Processes of affect regulation are supposed to go through three stages: first, identification (affective situation awareness); second, elaboration of affect is constituted through schemas of emotional feeling, which include emotion ideologies generating emotional responses to distinct contextual situations; third, execution: in the operative system primary emotions are assessed through operative intelligence for any adaptive information and the capacity to organize action; and turned into action, i.e. responses, through cultural feeling rules and socio-cultural display rules, conforming to emotion ideologies.

This new theory provides guidance for framing multilevel interaction where smaller collectives (as social systems) are embedded into larger social systems with a culture, an emotional climate and institutions. Thus, it is providing a generic theoretical frame for M & A analyses, where a smaller social unit (the acquired) is to be integrated into a larger social unit (the acquirer).

Understanding interdependencies between cognition and emotion regulation is a prerequisite of managerial intelligence, which is at demand during M & A processes. While managerial intelligence may be grossly defined as the capacity of management to find an appropriate and fruitful balance between action and learning orientation of an organization, its affective equivalent is the capacity of management to find a fruitful balance between established emotion expression and learning alternate forms of emotion expression.

Understanding interdependencies between cognition and emotion is a prerequisite of social, cultural and emotional intelligence. The provided theory can be easily linked with empirical work on the emergence of a cultural climate of fear within societies. Thus, “Affective Agency Theory” also has a bearing for political systems’ analysis, what, however, is beyond the scope of this paper.

The paper builds on the recently developed Mindset Agency Theory, elaborating it through the introduction of the dimension of affect, where cognitive and affective traits interact and become responsible for patterns of behaviour. The model is providing a framework which links emotion expression and emotion regulation with cognitive analysis.

This study aims to explore the mediating effect of organization culture (OC) in the influence of emotional intelligence on the high-performance leadership of Chinese woman leaders.

A quantitative study to analyze survey data from 290 women leaders in the Ning Xia Hui Autonomies Region private and public sectors based in Northwest China.

The results indicate that emotional intelligence has a positive influence on woman leadership performance in China. woman leaders with higher emotional intelligence may have higher leadership performance. Further, emotional intelligence positively influences organization culture; OC also positively influences high-performance leadership. And the study also indicates OC mediates the relationship between emotional intelligence and woman leaders’ high-performance leadership in China, which means that OC promote and reinforce the relationships between emotional intelligence and high-performance leadership in China. Therefore, organizations should pay more attention to the construction of OC to help Chinese woman leaders and organizations succeed.

This study may catalyze positive social change in leadership development and management by helping women leaders implement effective leadership performance in a complex and global workforce. And to help women leaders increase their understanding of emotional intelligence, OC and its influence has on their performance. The proposed model of this study may help Chinese leaders put emotional intelligence, OC and high-performance leadership of woman leaders into a careful and integrated consideration. Professionals could use these results as a catalyst to develop a set of management plans and career development plans to improve woman’s understanding of the relationship between leadership performance and emotional intelligence. OC is critical to help women leaders present an effective leadership performance. Hence, this study may help women leaders successfully get more opportunities for growth and promotion in the organization.

Through the first-hand verification of organization culture, this study provides an essential theoretical and background contribution to the impact of emotional intelligence of woman leaders on high-performance leadership. In addition, the study also has forward-looking thinking, that is, the second-order reflection-reflection model of OC and high-performance leadership of woman leaders, which will provide a new vision for variance-based partial least squares-structural equation modeling.