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The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict.

A field study was conducted to test the interaction of emotion regulation and task conflict on the emergence of relationship conflict in 43 short‐term (temporary) groups and 44 long‐term groups.

The results show that the highest chance for task conflict to evolve into relationship conflict is when groups (both short‐term and long‐term) have less effective emotion regulation processes, while task and relationship conflict are rather decoupled in long‐term groups scoring high on emotion regulation.

The paper concludes with a discussion of the obtained results in terms of their implications for conflict management in groups. Further research should explore the moderation effects in longitudinal studies in order to fully test the variables in the model.

The paper answers the call for contingency models of intra‐group conflict and tests the moderating effect of two such contingencies in the relationship between task and relationship conflict.

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, we aim to investigate the emotional and performance consequences of negative feedback in the workplace and provide an explanation for the varying reactions exhibited by employees.

We adopt a theoretical approach to develop propositions that elucidate the impact of negative feedback on task performance, with a specific focus on the mediating role of emotion regulation. By considering individual differences in task versus relational orientation, we aim to shed light on how these differences influence individuals' responses to negative feedback.

We propose that individuals with a task orientation are more inclined to engage in emotion regulation strategies following negative feedback, leading to improvements in subsequent task performance. Conversely, individuals with a relational orientation tend to internalize negative feedback, impeding their ability to regulate negative emotions and, consequently, hindering task performance enhancement.

Our research contributes to the existing literature by examining the emotional and performance consequences of negative feedback in the workplace. By emphasizing the significance of emotion regulation and individual differences, we provide valuable insights that can inform the management of feedback processes within organizations.

Library administration is a balancing act: leading and managing the library and its employees while simultaneously responding to initiatives and demands of institutional leaders and/or trustees. This chapter provides an overview of emotional self-regulation, its importance to library administrators, and the roles that intentional reflective practice and mindfulness play in adaptive emotional self-regulation. There were few articles exploring the impact of intentional reflective practice or mindfulness in libraries, particularly with respect to emotional self-regulation. Much of the reviewed literature was from other disciplines; however, there was much to be applied to library administrators. There are a variety of techniques for intentional reflective practice that library administrators can use to improve emotional self-regulation (as well as improve other aspects of performance). There are fewer techniques to increase mindfulness, though there is stronger evidence of the benefits of mindfulness meditation on emotional self-regulation. This chapter is the first review applying intentional reflective practice and mindfulness on the emotional self-regulation of library administrators.

This chapter describes the role of service employees’ motives for emotion regulation in interactions with customers. To date, there has been little research and theoretical work on motives for emotion regulation in service work. The reason for this may lie in the fact that there is an implicit general assumption that employees regulate their emotions in customer interactions because of display rules given by the organization. We argue that service employees have more motives for emotion regulation than adhering to display rules. We propose that three fundamental motive categories which are relevant for general emotion regulation are also relevant in the service work context. Moreover, we argue that the different motive categories are important antecedents for the further emotion regulation process. We propose that depending on the motive category different emotion regulation strategies are used as well as moderating effects of the motives with an impact on the consequences of emotion regulation such as well-being. The chapter concludes by pointing to practical implications.

The existing literature on emotion regulation strategies provides important insights with regards to intrapersonal strategies for emotion regulation. However, in pointing out the limitations of intrapersonal emotion regulation models, it has been suggested that emotion regulation is not confined to intrapersonal processes and the complex social networks that humans form are intricately connected to their emotions. The previous work on financial traders has recognized the relevance of emotions in trading, focusing only on intrapersonal emotion regulation strategies. In this chapter, drawing on the author’s previous research on emotions in trading as well as existing research on social sharing of emotions and interpersonal emotion regulation, interpersonal emotion regulation strategies in the work of financial traders are identified. In doing so, an existing definition of interpersonal emotion regulation is extended and it is argued that while the pursuit of a regulatory goal is paramount, the benefits of interpersonal regulation may be achieved even in the absence of live social interaction, as long as labeling of the affective state takes place. The chapter concludes with a model summarizing intra–interpersonal emotion regulation processes.

It is well recognized that emotions support adaptation to environmental demands by guiding cognitions and behavior in line with one’s implicit and explicit goals. This is true in the work context, as in other areas of life. Traditionally, however, research into emotion regulation within the work context has been centered on the problematic aspects of feeling and displaying emotion at work. In order to meet organizational goals, felt emotions need to be subdued or modified, and inauthentic emotions displayed. In this way, conceptualizations of work-related emotion regulation have disconnected emotion from its most basic and adaptive signal function. This disconnection has led to a dilemma regarding the real- and the fake-self and been associated with a range of negative consequences for employee health and well-being. Understanding how emotions can be regulated to help employees meet personal goals for growth and development has also been overlooked. In this chapter, we challenge this existing paradigm, and instead argue that examining emotion regulation in terms of its adaptive functions will help to unify disparate findings from within the emotion regulation literature and progress research in the field of emotion and emotion regulation at work.

Researchers in the field of occupational stress and well-being are increasingly interested in the role of emotion regulation in the work context. Emotion regulation has also been widely investigated in the area of lifespan developmental psychology, with findings indicating that the ability to modify one’s emotions represents a domain in which age-related growth is possible. In this chapter, we integrate the literatures on aging, emotion regulation, and occupational stress and well-being. To this end, we review key theories and empirical findings in each of these areas, summarize existing research on age, emotion regulation, and stress and well-being at work, and develop a conceptual model on how aging affects emotion regulation and the stress process in work settings to guide future research. According to the model, age will affect (1) what kinds of affective work events are encountered and how often, (2) the appraisal of and initial emotional response to affective work events (emotion generation), and (3) the management of emotions and coping with affective work events (emotion regulation). The model has implications for researchers and practitioners who want to understand and facilitate successful emotion regulation and stress reduction in the workplace among different age groups.

In organizations, it is common to talk about how wisely people manage their emotions. Even so, it is often not obvious whether a particular act of emotion regulation is wise or unwise and, to date, research has provided little guidance to judge the wisdom of emotion regulation efforts. We develop a model that construes wise emotion regulation as a process that involves: (a) setting an effective emotion regulation goal, (b) choosing an appropriate strategy to achieve that goal, (c) implementing that strategy effectively, and (d) adapting emotion regulation over time. We also develop propositions linking emotional intelligence to wise emotion regulation. Finally, we discuss the implications of our model and propositions for research and practice.

We extend emotional-labor research by developing a time-based theory of the effects of emotion regulation in emotional-labor performance. Drawing on Gross's (1998a) process model, we argue that antecedent- and response-focused regulatory styles can be used to make differential predictions about outcomes such as performance, health, and antisocial behavior and that these effects differ in shorter- and longer-time windows. We discuss the theoretical implications and address the strengths and limitations of our approach.