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We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.

Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.

The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.

The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.

This chapter summarizes many conceptual, theoretical, and methodological topics related to studying group communication using qualitative research methods. First, it explains five of the most common theoretical frameworks used by group communication scholars (i.e., symbolic convergence theory, bona fide group perspective, unobtrusive control theory, dialectical theory, and structuration theory). Next, it discusses best practices and issues related to different data collection methods including observations, historical case studies, ethnographies, focus groups, and interview studies. Then, the chapter describes two primary data analytic tools, various iterations of constant comparison method, and qualitative content analysis. Finally, the chapter describes several innovative qualitative methods that may lead to new understandings of group communication processes including discourse analysis and discourse tracing, as well as new approaches to collecting qualitative network data and mediated data. The chapter concludes with a discussion of future research suggestions.

The first Australia and New Zealand semi-professional women's rugby league premiership (NRLW) was launched in 2018. This chapter charts the players' journey through the first two seasons of the competition. A questionnaire was distributed at the end of both seasons to all contracted players in each of the four clubs to capture feedback on their experiences, perceptions, challenges and suggestions for improvements. Players were asked about contracts, sacrifices, support, club culture and their views on coaching and training. The findings indicated despite significant stressors and challenges, players were highly appreciative of the chance to play in a semi-professional league, to be part of a landmark competition, and to inspire future generations of girls to play rugby league. Positive satisfaction across most dimensions of league and club practices and operations were evident in season one. By the end of season two, attitudes were changing, with data showing that players expected to obtain increases in remuneration, number of clubs, season length, media coverage and improvements in coaching, training and support services. Sports such as rugby league need to be particularly mindful of addressing issues arising, as options for women in professional team sports is growing rapidly and competition for talent will only accelerate into the future. This case study of women in rugby league demonstrates that women's experiences and perceptions are shifting from an initiation phase of gratefulness and acceptance of personal/family sacrifice for the opportunity to play semi-professionally, to having increased expectations of reasonable employment conditions and legitimacy as professional athletes.

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

This chapter introduces and sets the scene for a discussion on women's sport in a professional era. Initiated in the wake of the second-wave feminist movement in America in the 1950s with the professionalisation of golf and tennis, the move for other women's sports to be professionalised has been slow, sporadic and marred with difficulties. However, since the turn of the twenty-first century, there have been significant changes in the landscape of elite women's sport. Alongside an overview of the developments in elite level women's sport, we conceptualise the terms ‘professionalisation’, ‘professional’ and ‘professionalism’. Furthermore, the chapter identifies the scope of the book, drawing upon the importance to consider women's sport as distinct from men's sport and identifying issues that are specific to female athletes, such as maternity and the gender pay gap. We also recognise the diverse and multiple nature of women's identities, highlighting the intersectionality of female athletes in professional sport (specifically around race/ethnicity, gender and sexuality, and national identity).

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

This exploratory study investigates how mentoring is perceived and undertaken by the concerned parties, namely, mentor and protégé, and organizations in the context of Thailand.

A qualitative approach using dyadic case studies (of manager and subordinates) was taken to reflect whether mentoring is formally established in Thai business organizations, what benefits are experienced by mentors and mentees (protégés) and how the Thai business organizations can fully benefit from mentoring system. Based on the sample case studies, it is found that mentoring is perceived as teaching and advising how to perform a job well and mainly by one's supervisor. Factors that influence the effectiveness of mentoring system include clear organizational policies, HRM practices (i.e. orientation, training and development, performance appraisal, rewards, etc.), mentoring evaluation, trust and integrity and perceived risk.