Organisations consist of people, and people are beings guided not only by rational cognitive processes but also by emotions and seemingly irrational motives based on affect. This chapter elucidates the matter of intra- and interpersonal emotion regulation at work through the prism of employees and their leaders. It provides a critical overview of multiple aspects of the topic, outlining their importance in terms of subjective wellbeing in the workplace and objective performance at work as well as contemporary theoretical frameworks and empirically-based practical solutions. It helps readers to understand conscious and subconscious processes of regulating own and others' emotions in occupational settings, and the authors explain various subsequent outcomes for organisations and their employees.

Today all people become victims of harassment in one form or another. Harassment at work is a very hot topic nowadays as lot of women are objects during their work. The chapter is focused on presenting the essence of harassment and how it can take place in a kitchen. The first part discussed harassment and mobbing in the workplace. The methodology part presented a study conducted among women chefs and kitchen staff. The study was conducted through online questionnaire and included 39 respondents. Besides this, an interview with 13 women chefs has been performed. The study aims to understand if there is harassment in the kitchen and what forms it takes. It also aims to understand how women as chefs are perceived in their job positions and how they are harassed. The results show that women chefs have been victims of different forms of harassment in the kitchen.

The chapter presents the essence of online/virtual travel communities and examines their current significance for SMEs. It presents types and characteristics as well as the most popular virtual travel SME communities and discusses ways of optimizing the development of SMEs by applying a strategy of virtual communities by selected hospitality SMEs. An eight step strategy to implement virtual travel communities by SMEs is elaborated. One of the main findings of the author is that virtual travel communities can be very useful for optimizing the development of SMEs by supporting all the stages in the decision-making process, focusing on pre-planning, making the decision and after the tourist and business visit stage. In order to understand how virtual travel community can optimize the development of SMEs, the author discusses tools for measuring the effectiveness of social media. Both future research directions and a conclusion are outlined.

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Good leaders need followers. Without great followers, leaders would become schizophrenics sitting in their offices talking to themselves. Can a person be defined as good leader if he does not have any people to believe in him, to follow his example, to trust him? Followership is a process when the person has the capacity and willingness to follow the leader when having some target. In other words, being a good follower means having the skills, the abilities, and the desire to follow the leader in achieving the goals. The chapter aims to define what is followership, how it is related to leadership, especially in business organizations such as medium-sized enterprises. Thus, followership can be perceived as a mutual process in which the leaders and followers interact, help each other to reach the aims on individual and organizational level. The importance of followership to the leader will be analyzed followed by author's recommendations for the future and a conclusion.