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This study investigated whether managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior and the role of emotional intelligence (EI) in this context. The authors explored a moderated mediation model in which perceived managerial supplication elicited hostility that increased turnover intentions and the emotional abilities included in EI acted as antidotes to these outcomes.

The authors tested the moderated mediation model using two large samples, one from the public sector and the other from the private sector, providing a cross-sectorial comparison. The authors collected the data for this study in three waves.

The authors’ findings revealed that the model fit the public sector alone. Moreover, others' emotion appraisal was the only aspect of EI that moderated the hostility and turnover intentions of public servants.

Interventions aimed at increasing the EI level of public servants can be a powerful tool for reducing their hostility and turnover intentions. However, these interventions must focus on all four aspects of EI , particularly others' emotion appraisal.

Managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior. However, EI reduces these negative outcomes among public servants.

This paper aims to discuss the dilemma of terrorism as a political phenomenon that many political scientists care about; however, they find themselves incapable of explaining some of its aspects and they resort to other disciplines. The second part of the dilemma is related to the incapability of well-established disciplines to provide political scientists with much help. This raises the following question: Will political scientists be able to enhance their knowledge of terrorism with the help of scholars from consolidated and well-established disciplines or with the help of scholars from interdisciplinary fields?

This research depends on the main theories of psychology and of social psychology and adopts a comparative approach to assess the effectiveness of both disciplines in providing political scientists with the knowledge they lack.

In spite of being a well-established and consolidated discipline, psychology is not the perfect discipline that can help political scientists know who a terrorist is. Social psychological theories of aggression provide political scientists with greater ability to understand what psychological and sociological factors motivate a person to turn to aggression and terrorism. Moreover, social psychology developed the “terror management theory” which clarifies various aspects of the phenomenon.

This research paper calls the attention of scholars of terrorism to the importance of adopting an interdisciplinary approach to understand the various aspects of a complex phenomenon such as terrorism. The interdisciplinary field adopted will differ according to the research question that a researcher needs to answer.

The purpose of this paper is to review the literature on war play and aggression. The paper begins with an introduction to play and the theories of Piaget, Vygotsky, and Corsaro. This is followed by a definition of pretend aggression and the war play debate. Literature is reviewed on how violent television, war toys, and war play shapes children’s imaginary play and aggressive behaviors. Attention is also given to the teacher’s role in war play and the methods used to investigate war play. Suggestions are made for future approaches to the study of war play within the context of the peer culture. The paper concludes with implications for early childhood educators.

Building on the contributions of chaos and complexity theories, this paper aims to conceptualize how the leadership of Mahatma Gandhi, Martin Luther King and Nelson Mandela were able to transform chaos (randomness) into order (integration). More specifically, it aims to identify the qualities by which such leadership worked in the context of conflict and cultural confrontations, which is, leading at the edge of chaos.

This research follows a qualitative approach in data collection and analysis; it narrates and analyses biographic data as well as literature about these three prominent leaders. Common qualities of these leaders are explored in-depth, discussed and linked.

Success in leading at the edge of chaos was attributed to the following leadership qualities: vision, non-violence and tolerance. This paper conceptualizes Gandhi, King and Mandela's embodiment of these qualities in transforming difference and disagreement to unity and how they inspired and developed their societies at home and all over the world. This paper concludes with the following results: Dr King, Gandhi and Mandela were visionary leaders; the three leaders had a vision about the future of freedom, equality and peace. More importantly, they were able to hearts and minds, and convey their visions to followers and to society at large. They struggled to achieve their goals non-violently, but knew that violence could destroy society due to unbalanced power structures. In the fight for their people's emancipation/freedom, they avoided ethnic, racial and religious discrimination. The three leaders were politically, culturally and socially tolerant.

By identifying their leadership qualities and analyzing their leadership mechanisms, this paper stresses the necessity of the emergence and preservation of leadership as exhibited by King, Gandhi, Mandela and many other influential leaders. Leaders, committed to enrichment and sustainability of cultural diversity and nurturing of tolerance, can play a role in unifying nations. Practically put, today’s leaders need to rethink their strategies, by taking into consideration what Gandhi, King and Mandela have contributed to leadership in dealing with cultural diversity and conflict. Furthermore, leaders must extend the applicability of such leadership to include the ending of violence in every facet of people's lives, and work publicly to overcome the challenges encountering human kind such as nuclear weapons, war, poverty, racism, global warming, drugs, religious bigotry and violence of any kind. That is, today's leaders need to lead at the edge of chaos due to the ongoing conflicts around the globe.

This paper uniquely conceptualizes leadership qualities by analyzing and comparing literature and biographical data of the above-mentioned leaders. The study also contributes to the existing literature on leadership using an interdisciplinary approach by proving the mechanisms by which leadership transforms chaos into order within the context of cultural diversity and confrontation, where studies are rare. This research contributes to the theory of leaderships at three levels. First, it offers an interdisciplinary theory on leadership qualities by linking these qualities with chaos and complexity theories. Second, unlike the majority of literature which views leadership from a business or public leadership perspective, this research provides a new perspective of leadership for cultural diversity. Third, it highlights the role models of three exemplary leaders for each of whom previous literature is lacking.

The study explores the ways hypermasculine aggression is both communicated and resisted in prisons.

It is based on ethnographic observation conducted at two correctional facilities: a mixed-security prison for young men where the author has facilitated conflict transformation workshops since 2006 and a maximum-security prison for men where she has taught a weekly writing class since 2007.

It found that performances of masculinity among both prisoners and prison guards are frequently structured around symbolic expressions of violence, but that both groups also engage in supportive behaviors that communicate the possibility of nonviolent caring male identity.

The study was limited to two correctional institutions in one state in the United States. Conditions at other correctional facilities may lead to different types of gendered performance. Also, in the tense atmosphere of a prison, neither inmates nor corrections officers express themselves fully in the presence of an outside observer.

The violent masculinities valued and practiced in prisons replicate in communities and institutions beyond the prison walls. Attention to the alternative masculinities practiced in correctional institutions can help scholars challenge the destructive ideologies of hegemonic masculinity and reduce its prevalence; it can influence policy makers to establish more humane conditions and procedures of benefit to individuals, families, and communities.

The study is of value to scholars of gender, culture, and social justice; to policy makers interested in criminal justice reform; and to activists and people of conscience seeking to reduce violence on both sides of the bars.

The prime goal of this chapter is to discuss what the notion of rhetorical citizenship as a normative aspiration might entail for corporations.

The chapter draws on a pilot study of the Facebook pages of two banks. A rhetorical criticism of these pages was conducted.

We suggest that while corporations are assuredly entities very different from the individual citizens who hold civil, social, and political rights – which do not directly apply to corporations – rhetorical citizenship is nevertheless a suggestive and constructive metaphor for corporations to communicate by.

Rhetorical citizenship for corporations must, we argue, be(come) rooted in organizational reality, and should involve a continued critical questioning as to what might constitute citizenly communication for corporations under any given circumstances. The chapter is, however, built on limited data from a pilot study and needs to be complemented.

We suggest from our pilot study that the active engagement of corporations in social media may currently be seen as one form of rhetorical citizenship that the public expects corporations to enact. Thus, we argue, corporations in general might as well attempt to do their best to act as rhetorical citizens.

The chapter highlights how communication is a set of practices in which social responsibility must be enacted. We find that this is not a prevalent perspective in the existing literature on CSR and communication.

The growing proportion of older fans and their potential economic value have increased the need for an improved understanding of age differences in fan behaviour. Building on socioemotional selectivity theory, the current study examines the impact of age differences on fan hatred as well as on the extent to which fans actually engage in aggressive activities and fans' perceptions of the levels of appropriateness of certain physical and verbal acts of aggression.

The study used an online panel-based survey that offered access to a real-world population of sport fans. The participants were 742 fans of professional football (soccer).

Results from structural equation modelling indicated that older fans reported lower levels of fan hatred, lower self-reported aggression and lower acceptance of physical and verbal aggression. Moreover, fan hatred partially mediated the relationship between age and levels of aggression and between age and acceptance of verbal aggression. In addition, fan hatred fully mediated the relationship between age and acceptance of physical aggression.

The current study makes two important contributions. First, it demonstrates that sport clubs may particularly benefit from understanding the potential but often neglected importance of older sport fans in relation to the problematic phenomenon of fan aggression. Second, it offers a thorough theoretical account of the manner in which fan hatred plays a significant role in the relationships between age and fan aggressiveness.

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.

Woman's use of violence has been mainly conceptualised through woman's experiences of victimization. However, more recent perspectives emphasise the female agency, responsibility and meaning of woman's violence. Listening to the voices of victims of women's abuse is a powerful way of learning about woman's use of violence and its impact on the victims. We conducted focus groups with 41 men from four countries who experienced female-perpetrated abuse. Four major types of abuse were identified: psychological abuse and coercive control followed by physical violence and sexual violence. Psychological abuse ranged from verbal assaults and gaslighting to provoking physical altercations and reporting false accusations. Patterns of control included deliberate isolation, threatening false accusations and financial domination. Men reported that women initiated physical violence for various reasons, including jealousy and rage. Some women used different objects that could seriously hurt, including knife, while others slapped, bit, punched or kicked. Several men reported female-perpetrated sexual abuse. Woman's use of violence in the intimate relationship should be treated seriously. A more gender-inclusive approach to partner abuse is required that can focus on a better prevention of abuse for all victims.