7 Emotion in Organizations

Abstract

Emotion has become one of the most popular-and popularized-areas within organizational scholarship. This chapter attempts to review and bring together within a single framework the wide and often disjointed literature on emotion in organizations. The integrated framework includes processes detailed by previous theorists who have defined emotion as a sequence that unfolds chronologically. The emotion process begins with a focal individual who is exposed to an eliciting stimulus, registers the stimulus for its meaning, and experiences a feeling state and physiological changes, with downstream consequences for attitudes, behaviors, and cognitions, as well as facial expressions and other emotionally expressive cues. These downstream consequences can result in externally visible behaviors and cues that become, in turn, eliciting stimuli for interaction partners. For each stage of the emotion process, there are distinct emotion regulation processes that incorporate individual differences and group norms and that can become automatic with practice. Although research often examines these stages in relative isolation from each other, I argue that each matters largely due to its interconnectedness with the other stages. Incorporating intraindividual, individual, interpersonal, and organizational levels of analysis, this framework can be a starting point to situate, theorize, and test explicit mechanisms for the influence of emotion on organizational life. We keep coming back to feelings, I'll have time for feelings after I'm dead. Right now we're busy. (NASA Administrator Michael Griffin, speaking about the historic Independence Day 2006 launch of the space shuttle Discovery, after discussing the horror and sadness at losing the Downloaded by [The University of Manchester Library] at 08:33 04 December 2014 316 • The Academy of Management AnnalsColumbia space shuttle in 2003, the worry leading up to the launch of Discovery, and the relief and pleasure at watching Discovery succeed; Boyce, 2006)

Estrategias de manejo de conflicto en clave emocional

“…En cambio, la preferencia por la estrategia de dominación se acentúa cuando los sujetos experimentan emociones negativas. De este modo, como señala Elfenbein (2007), los sujetos que experimentan alto AP están más centrados (externamente) en la promoción de resultados positivos, mientras que los sujetos que experimentan alto AN están más centrados (internamente) en la prevención de resultados negativos.…”

Why and When Leaders’ Affective States Influence Employee Upward Voice

“…Ashford, Rothbard, Piderit, & Dutton, 1998;Dutton et al, 1997). The initial step of cognitively processing the meaning of leaders' affect consists of an employee recognizing such affect (Elfenbein, 2007). In other words, employees need to be consciously aware of leaders' affective states before they can make sense of them (Cropanzano, Weiss, Hale, & Reb, 2003;Elfenbein, 2007;Lazarus, 1991).…”

Are We Collaborating Yet? Employee Assessment of Peer’s Perceptions

“…One way to achieve both brevity and reliability is to craft questions directly against a universally-ideal peer. Such a model of the ideal collaborator is yet to be developed, and may indeed never exist since people suit different collaboration objectives, for instance requiring creativity or efficiency (Elfenbein, 2008).…”

“…One way to achieve both brevity and reliability is to craft questions directly against a universally-ideal peer. Such a model of the ideal collaborator is yet to be developed, and may indeed never exist since people suit different collaboration objectives, for instance requiring creativity or efficiency (Elfenbein, 2008).In response to a lack of universal theory, questions may be rendered more general and abstract, such as "Is the peer a team player?" However, this supports varying interpretations, for example, is a pleasant and friendly peer who excessively seeks guidance on their tasks ISSN 2162-3058 2017 http://ijhrs.macrothink.org 180 from colleagues a team player?…”