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In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.

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.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This chapter examines the role mass media plays in the maintenance of social control and policy formulation and implementation in the Trump political era. First, an historical survey of mass media theory is presented and used as an analytic lens through which to identify that mass media has long been recognized as a powerful tool of social control or disruption and in public policy formulation and implementation. Second, this chapter explores the challenges posed to society and policy when a president uses mass media to spread misinformation and disinformation. Third, this chapter identifies the divisive nature of US political attitudes in the Trump era and how social media contributes to cleavage. Fourth, this chapter explores efforts by foreign actors, particularly Russian, to spread discursive and thus social chaos through disinformation campaigns in the United States and other western democracies. This chapter concludes that mass media has been both a divisive and uniting force, although the rise of social media and its susceptibility to manipulation poses a danger to social cohesion and effective public policy formulation and implementation. These factors have contributed to civil divisiveness and lack of policy clarity.

This chapter explores how Cypriot lecturers perceive and experience fear while being at work. Drawing on the lens of interpretive inquiry, data were collected through interviews with 19 lecturers. Analysis focused on experiences of workplace fear offering rich insights into characteristics of fear, eliciting events, and coping ways. Findings help to unveil the specific events that lead to fear in the Cypriot universities, and the ways lecturers manage their fearful experiences. The study contributes to the study of discrete emotions, by empirically examining fear’s own storyline through the workers’ own perspectives, within a specific context.

Desiré J. M. Anastasia received her PhD in sociology from Wayne State University in Detroit, Michigan, in September 2008. Before attaining her doctoral degree, she received her Bachelor of Arts degree in Interdisciplinary Studies in Social Sciences: Law & Society from Michigan State University in East Lansing in December 1999, and her Master of Liberal Arts in Women's Studies from Eastern Michigan University in Ypsilanti in August 2001. Her areas of specialization include sociology of the body, body modification, gender inequality, domestic violence and sexual assault, social control, deviance, feminist theory, and feminist research methods. She has taught Women's Studies courses at both Oakland University in Rochester, Michigan, and San Diego State University as well as Sociology courses at both Wayne State University in Detroit, Michigan, and the University of San Diego. In addition to her sociological and phenomenological dissertation on extensively tattooed women, her research has included an analysis of theoretical perspectives on same-sex domestic violence as well as female violence against men, a statistical analysis of survivors of domestic violence in San Diego County, and content analyses of educational television programs on tattoos.

Cultural portraits usually begin with a description of the context, but as this material is covered elsewhere in this volume, this introduction will be mercifully brief. At any time during the last four decades, there have been dozens, perhaps even hundreds, of Stanford University faculty and doctoral students interested in studying organizations. They have been scattered across the campus, often in small groups within larger schools and departments. They have been based in the Sociology Department and the Organizational Behavior and Strategy areas at the Graduate School of Business. There were always a handful at the Education and Engineering schools, as well as a scattering of individuals doing related work in Psychology, Political Science, and Anthropology. In spite of their numbers, before the Stanford Center for Organizational Research (SCOR) was founded in 1972, many of these faculty, postdoctoral fellows, and doctoral students felt rather isolated. They had little contact with colleagues across campus who shared their interest in organizations and little collective clout when resources were being distributed.