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Many entrepreneurs often struggle with the fear of failure, which can be detrimental to both their business and personal well-being. To better understand the factors that contribute to this fear, the authors conducted research on the impact of various obstacles, such as limited financial resources, risk aversion, stress and hard work avoidance, and prior business failures. Additionally, the authors explored the effects of social capital in mitigating these obstacles and their relationship to fear of failure in entrepreneurship.

The authors conducted a survey with 440 young Iraqi entrepreneurs using non-probabilistic and purposive methods. The survey instrument included multiple measuring scales, which were provided in both English and Arabic. The authors analysed valid responses using structural equation modelling (SEM) with partial least squares (PLS).

The findings show that the fear of failure in entrepreneurship is negatively influenced by factors such as limited financial access, risk aversion, and past business failures. However, aversion to stress and hard work did not have a significant impact. The findings also show that social capital could potentially mitigate these negative factors.

The theoretical and practical implications of this study manifest in revealing the difficulties entrepreneurs encounter in developing countries like Iraq, where entrepreneurship is vital for economic growth. The study's limitations stem from its focus on one country and the use of a single survey method. Future research could use varied methods across multiple countries for a more comprehensive view.

This study sheds light on the factors that are obstacles for entrepreneurs to starting a business in emerging economies like Iraq.

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.

This chapter focuses on whether perceived emotional intensity and help need is possible to discriminate in expressions of fear and neutrality in brief authentic emergency calls. Extraction of acoustic parameters of fear and neutrality was done prior to letting participants listen to a low-pass-filtered stimuli set. Participants discriminated fear and neutrality in both the intensity and help need condition. In turn, judged intensity and judged help need correlated strongly, with partial correlations indicating that participants use acoustically measured intensity (mean dB) as information to infer the intensity/help need relationship. We also discuss the implications of emotional expression in the call centre domain.

Purpose: Fear of deportation and its relationship to healthcare access has been less studied among immigrant Latinx men who have sex with men (MSM), a population at risk for HIV and characterized by their multiple minority statuses. The first step is to accurately measure their fear of deportation.

Approach: We used an exploratory sequential mixed methods design. Eligibility criteria were that research participants be ages 18–34 years; Latinx; cisgender male; having had sex with another male; residing in the District of Columbia metro area; and not a US citizen or legal permanent resident. In Study 1, we used in-depth interviews and thematic analysis. Using participants' interview responses, we inductively generated 15 items for a fear of deportation scale. In Study 2, we used survey data to assess the scale's psychometric properties. We conducted independent samples t-test on the associations between scale scores and barriers to healthcare access.

Findings: For the 20 participants in Study 1, fear of deportation resulted in chronic anxiety. Participants managed their fear through vigilance, and behaviors restricting their movement and social network engagement. In Study 2, we used data from 86 mostly undocumented participants. The scale was internally consistent (α = 0.89) and had a single factor. Those with higher fear of deportation scores were significantly more likely to report avoiding healthcare because they were worried about their immigration status (p = 0.007).

Originality: We described how fear of deportation limits healthcare access for immigrant Latinx MSM.

Research implications: Future research should examine fear of deportation and HIV risk among immigrant Latinx MSM.

We take an affect-based approach to theoretically introduce and explore the knowing-doing gap of leadership. We focus on the emotion of fear that managers may experience in the workplace, and how it may influence the transfer of their leadership knowledge into leadership action.

We use Affective Events Theory as our underlying theoretical lens, drawing on emotional, cognitive, and behavioral mechanisms to explain the role of fear in the widening and bridging of the knowing-doing gap of leadership.

We theoretically explore the interplay between leader fear, the leadership contexts, and the knowing-doing gap of leadership. From this, we develop a multidimensional theoretical framework on the influence of leader fear on the knowing-doing gap of leadership.

We highlight how fear and the knowing-doing gap of leadership may be influenced by and potentially impact on individual managers and their leadership contexts.

Our initial theoretical framework provides a starting point for understanding fear and the knowing-doing gap of leadership. It has implications for future research to enhance our understanding of the topic, and contributes toward existing approaches on leadership development as well as emotions and leadership.

This chapter explores the meanings that human service workers employed in the airline industry and in higher education give to workplace fear, the ways it is expressed, and perceptions of its consequences. The findings reveal that fear is not a wholly “negative” emotion, as it can contribute to the achievement of desirable outcomes when openly expressed, suggesting that simplistic evaluations of discrete emotions (i.e. positive or negative) and prescriptive organizational norms of emotional expression may block positive as well as negative outcomes (organizationally and personally). This chapter concludes that permitting a greater range of emotional displays at work could significantly improve workers’ wellbeing and the effectiveness of their organizations.

The present study investigates human behavioral and emotional experiences based on human-built environment interaction with a specific interest in urban graffiti displaying fear and pleasure-inducing facial expressions. Regarding human behavioral and emotional experience, two questions are asked for the outcome of human responses and two hypotheses are formulated. H1 is based on the behavioral experience and posits that the urban graffiti displaying fear and pleasure-inducing facial expressions elicit specified behavioral fear and pleasure responses. H2 is based on emotional experience and states that the urban graffiti displaying fear and pleasure-inducing facial expressions elicit specified emotional fear and pleasure responses.

The research design is developed as a multi-method approach, applying a lab-based experimental strategy (N:39). The research equipment includes a mobile electroencephalogram (EEG) and a Virtual Reality (VR) headset. The behavioral and emotional human responses concerning the representational features of urban graffiti are assessed objectively by measuring physiological variables, EEG signals and subjectively by behavioral variables, systematic behavioral observation and self-report variables, Self-assessment Manikin (SAM) questionnaire. Additionally, correlational analyses between behavioral and emotional results are performed.

The findings of behavioral and emotional evaluations and correlational results show that specialized fear and pleasure response patterns occur due to the affective characteristics of the urban graffiti's representational features, supporting our hypotheses. As a result, the characteristics of behavioral fear and pleasure response and emotional fear and pleasure response are identified.

The present paper contributes to the literature on human-built environment interactions by using physiological, behavioral and self-report measurements as indicators of human behavioral and emotional experiences. Additionally, the literature on urban graffiti is expanded by studying the representational features of urban graffiti as a parameter of investigating human experience in the built environment.

Based on the conservation of resources theory, this study aims to investigate if the fear of career harm influences employees’ knowledge-hoarding behavior. The study further examines felt violation as the predictor of employees’ fear of career harm. The study also explores leader-member exchange as a boundary factor influencing the effect of felt violation on employees’ fear of career harm.

The data were collected in three waves from 402 professionals working in the information technology industry in Bengaluru, popularly known as the Silicon Valley of India.

The findings indicate fear of career harm as a critical predictor of employees’ knowledge-hoarding behavior. Moreover, felt violation indirectly impacts knowledge-hoarding behavior by enhancing employees’ fear of career harm. The adverse effect of felt violation was found to be stronger for employees with poor-quality relationships with their leaders.

The study carries important managerial implications as it uncovers the antecedents of knowledge hoarding. First, the human resource department can devise specific guidelines to ensure that the employees are treated the way they were promised. They can also organize training opportunities and mentoring so that the employees’ performance and growth do not get hampered, even if there is a violation. Moreover, such cases should be addressed in an adequate and expedited manner. More significantly, leaders can compensate for the failure of organizational-level levers by developing quality relationships with their subordinates.

The study advances the existing literature on knowledge hoarding by establishing a novel antecedent. Furthermore, it identifies how the employee-leader relationship’s quality can mitigate the adverse effect of felt violation.