Managerial Emotionality in Chinese Factories

Abstract

Managerial emotion may be experienced and handled differently when reason and emotion are understood to be continuously (e.g., Eastern cultures) rather than dichotomously (e.g., Western cultures) related. Using a social constructionist perspective, this study investigated emotionality among directors from 48 different factories in the People's Republic of China. Social, moral, and material/economic situations were identified as sources of pleasant and unpleasant managerial emotional experience. Thought-feeling continuities were identified in how the managers described their emotional experiences. Both pleasant and unpleasant emotions were experienced very intensely and were managed in ways that both conformed to and departed from cultural ideals. Managerial emotions appeared to be best handled by thinking through them rather than by venting or suppressing them.

Examining the Relationships Between Job Characteristics, Emotional Regulation and University Teachers’ Well-Being: The Mediation of Emotional Regulation

“…The perception of emotion varies across cultures ( Krone and Morgan, 2000 ), and Chinese cultural values play a crucial role in shaping and regulating peoples’ emotions ( Zhang and Zhu, 2008 ). For example, the traditional Chinese value of collectivism and the interdependent view of self emphasize the maintenance of harmonious relationships, Chinese people tend to neutralize their inner feelings to avoid negative emotions and to save face ( Krone et al, 1997 ). Meanwhile, as the traditional Chinese conceptions of teaching endow Chinese teachers with the dual roles of authorities of knowledge and models of behavior, the interaction between Chinese university teachers and students is characterized by teachers’ humanistic concern for students and close teacher-student relationships ( Han et al, 2016 ).…”

The Engagement Process: Examining the Evidence from Diverse Perspectives

“…When suppression of true feelings is involved, costs arise from individuals striving to create a false sense of self. Over time, disguising felt emotion has been connected to personal disharmony, depression and even death (Clark, 2001;Krone, Chen, Sloan, & Gallant, 1997, in Horrocks & Callahan, 2006. At the other end of the continuum, a lack of emotional constraint is likewise costly to the individual and others, as self-identity suffers and relationships are overwhelmed by unrelenting drama and passion.…”

Face Challenging Perception and Media Feature Preference for The Task of Delivering Bad News: A Cross-Cultural Comparison

“…In organizations, individuals deliver bad news routinely (Bies, 2013;Krone et al, 1997;Waldron and Krone, 1991), e.g., negative performance feedback (Ilgen and Davis, 2000), customer service failures (Michel, Bowen and Johnston, 2009), and the refusal of requests (Izraeli and Jick, 1986). However, delivering bad news is an unpleasant communication task and many individuals struggle with it.…”