The focus of this volume is on the role of emotions in organizational governance, which involves the complete gamut of organizational processes and procedures, including the means whereby organizations are controlled and directed. Traditionally organizational governance has been viewed as a largely procedural phenomenon, and therefore immune from the vagaries of human emotion. Nothing could be further from the truth. Organizations are structures built on human capital. As such, their governance is subject to all the vicissitudes and frailties that humans are capable of, including employee mistreatment and harm.

Emotions have widespread effects in organizations and underlie a broad range of dynamics in organizations. This volume explores the role that emotion plays in such diverse organizational phenomena as entrepreneurship, change, service failure, and creativity. The study of emotions in organizations is broadening, with new phenomena being considered through the lens of emotions, and deepening, with theoretical approaches being refined and sharpened. The choice of theme of this volume reflects this tension. Organizations are dynamic, they change and they comprise elements that are constantly moving. They are simultaneously ordered and complicated and complex. Emotions help us understand this dynamism. As the chapters in this volume help us understand and appreciate, emotions are often an underlying energizing and motivating force. Examination of the role of emotions as precursors or mediators of change or innovation or creativity is therefore essential to being able to manage this dynamism.

The study of emotions in organizations is unlocking new and exciting insights into why employees behave as they do in groups, organizations and in different cultural contexts. In this 5th volume of "Research on Emotion in Organizations", a collection of the latest work advancing knowledge and practice in these areas is showcased. The readings will appeal to all seeking a better understanding of the social and emotional competencies that help employees thrive in the workplace, the types of emotional self-management strategies employees use in managing emotion work and how the work context affects these, the impact of emotional displays in the workplace on performance appraisal and perceived organizational commitment, the role of unconscious affect on attitudes and behaviors at work, how interpersonal relationships between co-workers affect vitality and job performance, cross-national and cross-cultural issues, and how to build positive work environments.

Spanning a variety of disciplines, theories, and methods, the editors and the contributors to this uniquely cross- and interdisciplinary volume explore the factors that provoke emotions in the workplace, their effects, and how they should be managed. Among the propositions they examine are: emotions are not just effects in organizations but contribute to their structure; by examining emotions we learn more about certain organizational dynamics that may seem unemotional; the display of emotions may not be harmful; and leadership is actually about emotion management. An important, far-reaching exploration for specialists and academics in organizational behavior, psychology, and other fields in the social and behavioral sciences and for their executive counterparts in management.

The editors and their contributors start from the premise that organizations are emotional places, that they use emotions to motivate employees to perform and customers to buy. Using quantitative as well as qualitative methods, and theoretical as well as methodological approaches, they show how events in organizations create emotions--how it is that we come to experience a sense of satisfaction or outrage. They explore how our sense of organizational identity is connected to how we feel; how rules about the display of emotions act as organizing forces within organizations, creating organizational structure and shaping behavior; how emotions can harm employees, how they react to pressures to feel, and how emotions are essential to inspirational leadership. Not just for theoreticians and academicians, the volume is also a rich source of advice for organizational management and for those who wish to influence how management is practiced.

The modern workplace is often thought of as cold and rational, as no place for the experience and expression of emotions. Yet it is no more emotionless than any other aspect of life. Individuals bring their affective states and emotional "buttons" to work, leaders try to engender feelings of passion and enthusiasm for the organization and its mission, and consultants seek to increase job satisfaction, commitment, and trust. This book advances the understanding of the causes and effects of emotions at work and extends existing theories to consider implications for the management of emotions. The international cast of authors examines the practical issues raised when organizations are studied as places where emotions are aroused, suppressed, used, and avoided. This book also joins the debate on how organizations and individuals ought to manage emotions in the workplace. Managing Emotions in the Workplace is designed for use in graduate level courses in Organizational Behavior, Human Resource Management, or Organizational Development - any course in which the role of emotions in the workplace is a central concern. Scholars and consultants will also find this book to be an essential resource on the latest theory and practice in this emerging field.

The modern workplace is often thought of as cold and rational, as no place for the experience and expression of emotions. Yet it is no more emotionless than any other aspect of life. Individuals bring their affective states and emotional "buttons" to work, leaders try to engender feelings of passion and enthusiasm for the organization and its mission, and consultants seek to increase job satisfaction, commitment, and trust. This book advances the understanding of the causes and effects of emotions at work and extends existing theories to consider implications for the management of emotions. The international cast of authors examines the practical issues raised when organizations are studied as places where emotions are aroused, suppressed, used, and avoided. This book also joins the debate on how organizations and individuals ought to manage emotions in the workplace. Managing Emotions in the Workplace is designed for use in graduate level courses in Organizational Behavior, Human Resource Management, or Organizational Development - any course in which the role of emotions in the workplace is a central concern. Scholars and consultants will also find this book to be an essential resource on the latest theory and practice in this emerging field.

The field of research on affect and emotions in organizations is one that has garnered a great deal of enthusiastic attention and positive regard from scholars and practitioners alike. After little more than 10 years of research, organizational behavior scholars look to emotions as an important determinant of nearly every facet of workplace behaviour. The articles in this volume represent a selection of the best papers presented at the fifth International Conference on Emotions and Organizational Life (which was held in Atlanta, U.S.A, in August 2006), together with invited papers by some of the leading scholars in the field. The theme of this volume, Functionality, Intentionality and Morality, reflects an area of considerable importance in emotions research at this point in time. Collectively, the works presented expand our understanding of the boundary conditions of emotional influences in organizations, the ways in which emotions are intentionally used to influence organizational outcomes, the conditions that determine whether emotions influence to public detriment or good, and the what constitutes the moral and immoral use of emotions. The resulting commentary undoubtedly will assist scholars in focussing their research questions appropriately as well as provide guidance to managers and practitioners on the 'who, what, when, where and how' of emotions management.

This volume of Research on Emotions in Organizations adds to the ongoing research stream on emotions in the workplace, focusing on service and the digital economy. Advances in digital technology have ushered us into what is referred to as industry 4.0 or the digital age. With it come opportunities to improve the methodologies we use to research and analyse emotions, to help people manage their emotions, as well as develop their socio-emotional skills. Industry 4.0 also poses challenges, such as assisting leaders and employees to acquire a digital mind set and maintaining positive human connections and relationships in the workplace. Emotional management skills and a service orientation have become an even higher priority. The chapters in this book offer a variety of research evidence and perspectives which explore how emotions will continue to be of central importance in the digital workplace. Emotions and Service in the Digital Age is divided into three parts: The Digital Age Adapting to the Digital Age Emotions and Care in the Digital Age

This volume of Research on Emotion in Organizations contributes to the ongoing research on emotions in the workplace, focusing on organizational leadership and interpersonal relationships within organizational structures. The chapters in this book represent a range of different methodologies that reveal the pervasive role of emotions in leadership and emphasize the need for scholars to address emotions if they are to obtain a more complete understanding of organizational leadership. Emotions and Leadership is divided into three parts which explore and analyse developments in the following areas: leadership and individual team members, leadership and its effects on the team construct, and leadership in the overall context of organizations and culture. This three-level analysis provides a foundation for future research into emotion in organizations, organizational psychology and leadership.

This volume focuses on the crucial role of emotions in forming and sustaining individual and collective identities at work. In addition, it explores the outcomes and boundaries of such identities while recognizing the driving role of emotions at various organizational levels, acknowledging that the relationship between emotion and identity is multifaceted and can be explored from various points of view. Identities and emotions are constantly evolving and are central aspects of organizational behavior, from the front-line interactions of employees to the broader ideological forces that shape institutions and organizational cultures. Thus, this volume recognizes the depth of emotion and identity at work by addressing these topics on individual, group, occupational, and social role levels. This volume is organized in four parts to contribute clearly to each of these areas of inquiry. Part 1 focuses on the micro-level topics of identity, anger and diversity. Part 2 focuses on the role of emotions in public sector settings, Part 3 focuses on the relationships between gender, emotions and identity, while Part 4 investigates how emotions influence individual identification with work.

Emotion in an organization is much more than a phenomenon experienced solely by its members - it is a deeply embedded component of the organizational fabric. Consistent with this idea, chapters in this volume deal with emotion at all levels of organizing: at the individual level, expressed in interpersonal exchanges and in groups, and across the organization as a whole. They represent a selection of papers from the Eighth International Conference on Emotion in Organizations, held in July 2012 in Helsinki, Finland; plus a selection of invited chapters. Chapters thus represent cutting-edge articles by leading and emerging scholars of emotion in organizations from around the world. Specific topics include creation of positively deviant business-to-business services, leader effectiveness and emotions in crisis situations, gender and role conflict among managers, developing shared wellbeing in communal settings, the nature of emotional labor across levels, managing workplace aggression, building customer passion, developing mindfulness, emergence of expectations, emotionalizing institutional theory, bullying as a form of institutional control, and how employees project competence.

Research on Emotion in Organizations is the publication of the Emonet listserv http://www.emotionsnet.org, which hosts the biennial International Conference on Emotion and Worklife. Chapters in the series include a selection of peer-reviewed papers from the conference, together with invited chapters by leading scholars in the field of emotion in organizational settings.

This volume contains a further selection of the best papers presented at the Seventh Emonet conference (Montreal, Canada, August 2010), following on from Volume 7 and augmented once again with invited chapters authored by leading scholars in the field. "Experiencing and managing emotions in the workplace" comprises fourteen chapters arranged in four sections: The experience of emotion; The dynamics of emotion; Regulating emotion; and The emotionally intelligent organization. These encompass a variety of methodological approaches, including qualitative and quantitative research, sourced from research conducted in organizations in the USA, Europe, and Australasia. The volume's secondary theme is "care and compassion", the theme of the Academy of Management meetings that followed the Emonet conference in Montreal. In effect, organizations that understand their members' emotions and utilize this information in their management practices become "emotionally intelligent" and capable of showing care and compassion to all stakeholders. The chapters in this book provide a rich and varied coverage of the latest developments in the study of the role of emotions in organizational settings.

The theme of this volume, What Have We Learned? Ten Years On, provides a wonderful tour of the ways in which emotions research has advanced the way in which we conceive of work and its possibilities for adding value to life. The volume is presented in eight parts, so that the reader will can how emotions research has advanced our knowledge and understanding of what comprises work, the experiences and resourcefulness of traditional and non-traditional workers, the drivers of consumer behavior, the dynamics of team behavior, the quality of the leader-member relationship, the demands and skills required of In Extremis work contexts, methods to improve noncognitive assessment, and advances in ways to create and maintain Positive Work Environments. The chapters in this volume leave no doubt in the reader's mind that emotions as energizing and motivating mechanisms demand understanding and attention in order to improve performance and societal value from organizational activities, ensure dignity for workers and consumers, and create workplaces where individuals are engaged and flourishing.

The rapidly growing recognition of the importance of emotion in understanding all aspects of organizational life is facilitating the development of focused areas of scholarship. The articles in this volume represent a selection of the best papers presented at the sixth International Conference on Emotions and Organizational Life (held in Atlanta, in July 2006), complemented with invited chapters by leading scholars in the field. The theme of this volume, Emotions, Ethics and Decision-making, concerns the role of emotions in decision-making in general, and also more specifically the special place of emotions in decisions that have an ethical character. It begins by looking at the influence of emotions on strategic decisions, among entrepreneurs, in the case of workplace proenvironmental behaviors, as well as how emotional intelligence contributes to problem solving. Emotions are particularly present in ethical decisions, largely because of the close connection between personal identity, for which values are central, and feelings about the self. Specific chapters look at emotions experienced as a result of ethical dilemmas, the role of anger and justice perceptions, the role of attributions and emotional intelligence in ethics perceptions, and at emotions in three specific contexts: emotional labor, whistle-blowing and sexual harassment. Finally the volume comes full circle in an examination of how top executives engage in change that is truly congruent with the ethical values of internal and external constituents.

The rapidly growing recognition of the importance of emotions in understanding all aspects of organizational life is facilitating the development of focused areas of scholarship. Chapters in this volume are authored by leading and emerging scholars of emotion in organizational settings from around the world and deal with new ways of looking at emotions within the organizational framework.

Affect and emotion have been recognized as important factors in understanding behavior in organizations, as evidenced by the increasing frequency of special journal issues, themed conferences, and books and articles devoted to the topic. The articles in this volume represent a selection of the best papers presented at the fourth International Conference on Emotions and Organizational Life (which was held in London, England, in June, 2004), together with invited papers by some of leading scholars in the field.
The theme of this volume, Individual and Organizational Perspectives on Emotion Management and Display, concerns the management by organizations of the emotions of employees and the effects on individuals. It begins by looking at the effective self-management of emotion and how leaders can use emotions, intelligently and sometimes paradoxically, to foster effective personal and team outcomes, and goes on to examine the nature of emotionally charged incidents between employees and supervisors.
The effective management of emotion is particularly relevant to organizational outcomes in service organizations. Specific chapters look at emotion work performed by employees in hospitality and healthcare organizations, and others consider the role that culture plays in the perceptions of service workers regarding emotion work. Others examine the critical interplay between characteristics of employees, organizational practices, and the emotions that customers experience when service encounters go awry. Finally the volume comes full circle in an examination of how the thinking strategies individuals use can foster "adaptive emotions" and more emotionally intelligent, constructiveresponses to workplace stressors.
* This book features a selection of the best papers presented at the 4th International Conference on Emotions and Organizational Life (London, UK, June, 2004)
* Represents a cross-section of cutting-edge research in the field
* Includes contributions from established leading scholars as well as the 'rising stars' in the field

The study of emotion and affect on organizational settings has been steadily gaining momentum for much of the last decade. Important catalysts in this process have been the Emonet e-mail discussion group and the biannual International Conferences on Emotions and Organizational Life. The articles in this volume represent a selection of the best papers presented at the fourth Conference (which was conducted in London, England, in June, 2004), together with invited papers by some of the leading scholars in the field.
The theme of the book, "the effect of affect in organizations," was chosen to capture the centrality of emotion and affect in everyday organizational life. The opening chapter, co-authored by Howard Weiss, one of the inventors of "Affective Events Theory" (AET), sets the scene. At the heart of AET is the idea that organizational members experience daily hassles and uplifts that are reflected in their attitudes and behaviours. Following chapters flesh out the way that AET can be applied, covering a variety of constructs that relate to organizational life, including emotional intelligence, motivation, employee monitoring of web access, and emotional regulation. Other chapters deal with other aspects of emotion in organizations, such as loneliness, leader-member relationships in teams, organizational justice, negative behaviour, creativity, and organizational reactions to crisis situations. In the final chapter, Rob Briner and his colleagues round out the theme in a critical account of emotion in organizations.