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1 – 10 of over 13000Yan Li, Khalid Mehmood, Xiaoyuan Zhang and Corene M. Crossin
This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.
Abstract
Purpose
This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.
Design
This multilevel study investigates how the association of employees’ perceived immediate leaders’ servant leadership and their job satisfaction is influenced by leaders’ emotional labor. Participants in this study included 180 employees and 40 immediate leaders from 40 groups across 16 firms. To avoid of common methods of variances, multiple ratings were employed. Servant leadership of immediate team leaders and subordinates’ job satisfaction were rated by subordinates.
Findings
The results showed the positive relationship between perceived team leaders’ creating value for community (one dimension of servant leadership) and team members’ job satisfaction is strengthened by an increase in leaders’ deep-acting of emotions, but is decreased with an increase in leaders’ surface-acting and expression of naturally felt emotions.
Research Implications
This study confirms that a team leader’s emotional labor is likely to affect team members’ job satisfaction, which is also related to employees’ perceived servant leadership. Although how leaders display their emotions in organizations has a significant influence on the association between leaders’ creating value for community and subordinates’ job satisfaction, this study did not identify the explicit mechanisms to explain why this happens.
Practical Implications
These findings will enrich the practice of leaders’ emotional management in organizations.
Originality/Value
This chapter is the first to provide a perspective to understand leaders’ emotional labor from cross-level analysis. This study also extends our understandings of the effects of servant leadership and its relationships with subordinates’ job satisfaction through an exploration of each dimension of servant leadership on job satisfaction rather than relying on an overall measure servant leadership.
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Andrea Fischbach and Benjamin Schneider
Purpose: Work-related emotional exposure is a fundamental job characteristic in all kinds of service jobs from sales to law enforcement and corrections and from human services…
Abstract
Purpose: Work-related emotional exposure is a fundamental job characteristic in all kinds of service jobs from sales to law enforcement and corrections and from human services (nursing, counseling) to legal services. But formalized job descriptions are surprisingly silent about the emotional issues accompanying the jobs and roles service workers perform. This is surprising because formalized job descriptions are the foundation of job design, HR, and leadership practices that positively affect employee, customer, and organizational outcomes. Study Design/Methodology/Approach: This is a theory paper and review. To help clarify the emotional labor issues service employees confront, we explicate a model of emotional labor based on the attributes of jobs, roles, and professionalism. Findings: We define emotional labor as service work that exposes those who do such work to interactions with others that can arouse negative emotions. We propose that, while employing organizations define their jobs and employees craft their larger roles, professional norms and values also are a foundation for their emotional labor. Research Implications: We integrate this work-focused emotional labor model into the larger context in which such work occurs via theory and research on organizational climate. We suggest future research on this approach to understanding the antecedents and consequences of emotional labor work. We summarize the major research ideas of what should be the focus of such research and provide a hint about what an emotional labor climate scale might look like based on these ideas. Practical Implications: This chapter offers practical advice to HR managers about how to improve emotional labor. Social Implications: Better management of emotional labor can reduce employee stress and increase employee well-being. Originality/Value: This chapter develops an original model of emotional labor.
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Suzanne J. Peterson, Christopher S. Reina, David A. Waldman and William J. Becker
The application of physiological methods to the study of psychological phenomena has garnered considerable interest in recent years. These methods have proved especially useful to…
Abstract
The application of physiological methods to the study of psychological phenomena has garnered considerable interest in recent years. These methods have proved especially useful to the study of emotions, since evidence suggests that validly measuring a person’s emotional state using traditional, psychometric methods such as surveys or observation is considerably more difficult than once thought. The present chapter reviews the challenges associated with measuring emotions from a purely psychological perspective, and suggests that the study of emotions in organizations can benefit from the use of physiological measurement to complement traditional assessment methods. We review more established approaches to physiological measurement, including those related to hormone secretion, cardiovascular activity, and skin conductance. We then highlight somewhat more recent attempts to use neurological scanning. A theme of this chapter is that both psychological and physiological measures are relevant to understanding and assessing emotions in organizations. Accordingly, we propose a multi-method approach involving both types of assessment. Finally, we discuss the practical and ethical implications of employing various forms of physiological measurement in the study of emotions, specifically in the context of organizations.
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Catherine S. Daus and Shanique Brown
Law enforcement is a stressful profession. Police officers are faced with emotionally exhausting events on a daily basis and are required to control negative emotions in an effort…
Abstract
Law enforcement is a stressful profession. Police officers are faced with emotionally exhausting events on a daily basis and are required to control negative emotions in an effort to conduct their jobs effectively. This chapter explores the emotions experienced by police officers and seeks to understand the emotional labor of this profession. Twenty semi-structured interviews were conducted with police officers to garner information about the role of emotional expression and suppression on the job. The results revealed several themes, such as the importance of anger to the job of police officer and the emotional climate within the police force. Understanding emotion work and the management of emotions among law enforcement officers is an important contribution to improving the well-being and performance of police officers. Our research results call for further exploration of the role of emotions in law enforcement.
This chapter provides background information on the human emotions process, differentiating between processes that are spontaneous and automatic and those that can be regulated…
Abstract
This chapter provides background information on the human emotions process, differentiating between processes that are spontaneous and automatic and those that can be regulated with intentional effort. The chapter then also highlights two constructs, emotional labor and emotional intelligence, that naturally derive from the emotion process and are prevalent in the workplace. These two constructs are important to understand from a theoretical and empirical perspective to identify and manage them most effectively in library work settings. The chapter is a general review of some key concepts citing seminal and exemplar literature from the fields of organizational behavior, psychology, and library and information science to support and illustrate the ideas presented. The value of the chapter is first as an orientation to the science behind emotions. To more fully understand how and why emotion is such a force in the workplace, it is necessary to understand the emotion process. Further, the chapter adds practical value by presenting the constructs of emotional labor and emotional intelligence and including suggestions for how employees and managers can most effectively harness the power of emotions in ways that are most productive for individual employees as well as to achieve organizational goals.
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Kuo-Ting Huang, Laura Robinson and Shelia R. Cotten
This paper makes a significant contribution to the growing field of digital inequality research by developing an operational definition of emotional costs. To examine this…
Abstract
Purpose
This paper makes a significant contribution to the growing field of digital inequality research by developing an operational definition of emotional costs. To examine this understudied aspect of digital inequalities, we build on Van Dijk’s concept of mental access. We define emotional costs as anxiety toward using information and communication technologies instigated by a lack of prior technology experience and limited computer access.
Methodology/approach
We examined the influence of emotional costs on lower-income students’ technology efficacy, academic efficacy, and computer application proficiency in the context of a computing intervention. Specifically, we examined the relationship between home and school computer usage with self-perceived technology efficacy, computer application proficiency, and academic efficacy. Data from surveys of 972 students were analyzed in order to better understand the importance of technology access on our outcome variables. We also investigated the possible mediation effects of emotional costs on our outcome variables.
Findings
The results revealed that home computer usage was a determinant of students’ self-perceived technology efficacy while shared school access was not. After conducting mediation tests, the results further indicated that emotional costs mediate the effects of home computer usage on technology efficacy.
Originality/value
We conclude that emotional costs might help explain why access inequalities lead to skill inequalities in the context of computing interventions and offer a replicable operational definition for future studies.
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Purpose: This chapter explores how organizations can influence the emotional climate surrounding change, and thereby encourage the emergence of positive rather than negative…
Abstract
Purpose: This chapter explores how organizations can influence the emotional climate surrounding change, and thereby encourage the emergence of positive rather than negative emotions. Despite growing literature, many companies struggle with postacquisition integration. In the last 3 decades, the discussion has turned toward how employees' emotions complicate the process. This chapter discusses those emotions, paying special attention to the emotional climate surrounding change. The focus is on examining how an organization's emotional climate influences employees' emotions following an acquisition.
Design/methodology/approach: The chapter takes the acquired company point of view, following a German–Finnish deal completed in January 2017 over 1 year. Data were collected through interviews (totaling 26), daily memo-like diaries (65 entries), and an employee satisfaction survey (56 respondents).
Findings: The findings reveal that employees are likely to have emotional reactions even when relatively little integration is intended. In addition, the surrounding emotional climate – whether positive or negative – is likely to trigger similarly valenced emotions. The theoretical contribution of this chapter lies in the introduction of emotional climate rather than organizational culture as a key factor for employees during the early integration period.
Practical implication: Particularly line managers have an important role in maintaining positivity. For positivity to dominate, organizations need to make the benefits of the deal and the future of the company clear to the employees.
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What is organizational emotional intelligence? Does it matter? And how can organizations increase their level of organizational emotional intelligence? In an attempt to find…
Abstract
What is organizational emotional intelligence? Does it matter? And how can organizations increase their level of organizational emotional intelligence? In an attempt to find answers to these questions, this chapter provides a conceptualization of organizational emotional intelligence, discusses what we know about its associations with organizational outcomes, and proposes several practically relevant ways to improve organizational emotional intelligence. Specifically, organizational emotional intelligence is conceptualized as a combination of the aggregate level of individual emotional intelligence of employees and the utilization of emotionally intelligent procedures, norms, and behaviors throughout an organization. Preliminary evidence suggests that organizational emotional intelligence is positively associated with organizational performance and employees’ health. Organizations might be able to increase their organizational emotional intelligence by accumulating individual emotional intelligence among their employees and by applying emotionally intelligent procedures, some of which are discussed in this chapter.
Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine…
Abstract
Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine or feminine behaviors based on their self-construal of “psychological-gender.” Emotional intelligence (EI) is considered “feminine” and rational intelligence “masculine.” So, using Bem sex-role inventory and Emotional Intelligence Appraisal, the current study explored EI in 217 senior Indian managers from masculine/feminine sex-role perspective. There was no difference in EI of men/women. Moreover, EI did not differ in men/women categorized in “same” sex-role. However significant differences emerged across sex-roles with feminine sex-role participants actually scoring significantly lesser than androgynous or masculine sex-role participants although emotional intelligence is considered as a feminine intelligence. Implications of sex-role-driven differences in EI in organizational context are discussed.
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Hieu Nguyen, Neal M. Ashkanasy, Stacey L. Parker and Yiqiong Li
Abusive supervision is associated with many detrimental consequences. In this theory-review chapter, we extend the abusive supervision literature in two ways. First, we argue that…
Abstract
Abusive supervision is associated with many detrimental consequences. In this theory-review chapter, we extend the abusive supervision literature in two ways. First, we argue that more attention needs to be given to the emotion contagion processes between the leader and followers. More specifically, leaders’ negative affect can lead to followers’ experiences of negative affect, thereby influencing followers’ perception of abusive supervision. Second, we explore how employees draw upon their cognitive prototypes of an ideal leader or Implicit Leadership Theories (ILTs) to evaluate leader behaviors. In this regard, we argue that ILTs can influence the (negative) emotional contagion process between the leaders’ negative affect and followers’ perception of abusive supervision. In our proposed model, leaders’ expressions of negative affect, via emotional contagion, influence followers’ negative affect, perception of abusive supervision, and two behavioral responses: affect- and judgment-driven. The negative emotional contagion process between the leader and followers also differs depending on followers’ susceptibility to emotional contagion and their ILTs. We conclude by discussing the theoretical and practical implications of our model.
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