DOCSLIB.ORG

Master Bibliography

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

TRUST BIBLIOGRAPHY – ROBERT EASTON 1 Date Updated: January 6, 2019 Bibliography – Trust and Well-Being Note: This bibliography is intended to capture relevant and useful scholarly, trade and practioner literature on the topic of trust, with a specific focus on the connection between Trust and Well-Being and the concept of Positive or Appreciative Trust. The focus explains why throughout this bibliography you will find citations to relevant literature in the fields of positive psychology, positive organizational scholarship, flourishing, conscious capitalism etc. The Trust Bibliography has been updated since the last version published in July 2nd, 2017. This latest version includes additional references, some of which have been submitted by you. If you have additional references that are not included, please let us know. Finally, I am happy to hear any feedback on the bibliography and you can contact me at [email protected]. Abbott, S., & Freeth, D. (2008). Social capital and health starting to make sense of the role of generalized trust and reciprocity. Journal of Health Psychology, 13(7), 874–883. https://doi.org/10.1177/1359105308095060 Accenture. (2011). Trust: Managing the scarcest commodity of all for high performance. Retrieved from http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture- Trust-Managing-the-Scarcest-Commodity-of-All.pdf Acedo, C., & Gomila, A. (2013). Trust and cooperation: A new experimental approach. Annals of the New York Academy of Sciences, 77–83. https://doi.org/10.1111/nyas.12142 Adabi, H., Yektayar, M., & Mohammadi, S. (2014). Presenting the regression model of the relationship between organizational climate and organizational trust with the participation level in the decision-making of the managers. Acta Kinesiologica, 8(2), 28– 34. Admasachew, L., & Dawson, J. (2011). The association between presenteeism and engagement of National Health Service staff. Journal of Health Services Research & Policy, 16 Suppl 1, 29–33. https://doi.org/10.1258/jhsrp.2010.010085 Agarwal, U. (2013). Linking justice, trust and innovative work behaviour to work engagement. Personnel Review, 43(1), 41–73. https://doi.org/10.1108/PR-02-2012-0019 Agrawal, S., & Harter, J. (2009). Employee engagement influences involvement in wellness programs. Washington, DC: Gallup Consulting. TRUST BIBLIOGRAPHY – ROBERT EASTON 2 Date Updated: January 6, 2019 Ahmed, A. M., & Salas, O. (2009). The relationship between behavioral and attitudinal trust: A cross-cultural study. Review of Social Economy, 67(4), 457–482. https://doi.org/10.1080/00346760902908625 Ainsworth, M., & Bell, S. (1970). Attachment, exploration, and separation: Illustrated by the behavior of one-year-olds in a strange situation. Child Development, 41(1), 49–67. Retrieved from http://www.jstor.org/stable/10.2307/1127388 Aistrich, M. M. (2002). Trust us, trust me, trust in the future: Determinants of the suppliers success in managing a global account relationships. Aked, J., & Thompson, S. (2011). Five ways to wellbeing: New applications, new ways of thinking. London. Retrieved from http://dnwssx4l7gl7s.cloudfront.net/nefoundation/default/page/- /files/Five_Ways_to_Wellbeing.pdf Akker, O., van Vught, M., van Assen, M., & Wicherts, J. (2011). Sex differences in trust and trustworthiness: A meta-analysis of the trust game and the gift-exchange game. Al-Ani, B., & Redmiles, D. (2009). Trust in distributed teams: Support through continuous coordination. IEEE Software, 26(December), 35–40. https://doi.org/10.1109/MS.2009.192 Alesina, A., & Giuliano, P. (2013). Family Ties (No. 18966). Cambridge, MA: National Bureau of Economic Research. Retrieved from http://proxy.library.upenn.edu:2122/scholar?q=Family+ties+working+paper+18966&btn G=&hl=en&as_sdt=0,39# Alesina, A., & La Ferrara, E. (2000). The determinants of trust (No. 7621). Cambridge, MA. Retrieved from http://www.nber.org/papers/w7621 Alfes, K., Shantz, A., & Truss, C. (2012). The link between perceived HRM practices, performance and well-being: The moderating effect of trust in the employer. Human Resource Management Journal, 22(4), 409–427. https://doi.org/10.1111/1748- 8583.12005 Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and wellbeing at work: A longitudinal study. Journal of Health Organisation and Management, 22(6), 586–598. https://doi.org/10.1108/14777260810916560 Ammeter, A. P. F. (2000). Determinants of interpersonal trust in workgroup relationships. Dissertation Abstracts International Section A: Humanities and Social Sciences. Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007). In praise of the incomplete leader. Harvard Business Review, 85(2), 92–100, 156. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/17345683 TRUST BIBLIOGRAPHY – ROBERT EASTON 3 Date Updated: January 6, 2019 Anderson, J. C., & Narus, J. A. (1990). A model of distributor firm and manufacturer firm working partnerships. The Journal of Marketing, 54(1), 42–58. https://doi.org/10.2307/1252172 Anderson, M., & Escher, P. (2010). The MBA oath: Setting a higher standard for business leaders. New York: Penguin Books. Anderson, R., Mikuliç, B., Vermeylen, G., Lyly-Yrjänäinen, M., & Zigante, V. (2009). Second European quality of life survey – overview (Report from European foundation for the improvement of living and working conditions). Anderson, R., Dubois, H., Leoncikas, T., & Sándor, E. (2012). Third European quality of life survey – Quality of life in Europe: Impacts of the crisis (Report from European foundation for the improvement of living and working conditions). Retrieved from http://www.eurofound.europa.eu/pubdocs/2012/64/en/1/EF1264EN.pdf Ang, L., Dubelaar, C., & Lee, B. (2001). The effects of three dimensions of trustworthiness and other contextual factors on likelihood of internet purchase. In Proceedings of the Australian and New Zealand Marketing Conference. Retrieved from http://medcontent.metapress.com/index/A65RM03P4874243N.pdf Appelbaum, S. H. (2013). Participation in decision making: A case study of job satisfaction and commitment (part two). Industrial and Commercial Training, 45(6), 352–358. https://doi.org/10.1108/ICT-09-2012-0048 Arena, C. (2004). Cause for success: 10 companies that put profits second and came in first. Novato, California: New World Library. Argyle, M. (1999). Causes and Correlates of Happiness. In D. Kahneman, E. Diener, & N. Schwatz (Eds.), The Foundations of Hedonic Psychology (pp. 353–373). New York: Russell Sage. Argyle, M. (2001). The psychology of happiness. New York: Routledge. Armour, C. (2016). An evaluation of individuals’ construction of personal trust in organizations. Walden University (Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Applied Management and Decision Science). Retrieved from http://scholarworks.waldenu.edu/dissertations/2435/ Arnott, D. C. (2007). Research on trust: A bibliography and brief bibliometric analysis of the special issue submissions. European Journal of Marketing, 41(9/10), 1203–1240. https://doi.org/10.1108/03090560710773408 Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23(March), 267–285. https://doi.org/10.1002/job.138 TRUST BIBLIOGRAPHY – ROBERT EASTON 4 Date Updated: January 6, 2019 Ashleigh, M., & Prichard, J. (2011). An integrative model of the role of trust in transactive memory development. Group & Organization Management, 37(1), 5–35. https://doi.org/10.1177/1059601111428449 Ashleigh, M. J., Higgs, M., & Dulewicz, V. (2012). A new propensity to trust scale and its relationship with individual well-being: Implications for HRM policies and practices. Human Resource Management Journal, 22(4), 360–376. https://doi.org/10.1111/1748- 8583.12007 Ashleigh, M. J., & Nandhakumar, J. (2007). Trust and technologies: Implications for organizational work practices. Decision Support Systems, 43(2), 607–617. https://doi.org/10.1016/j.dss.2005.05.018 Ashleigh, M., & Prichard, J. (2012). An integrative model of the role of trust in transactive memory development. Group & Organization Management, 37(1), 5–35. https://doi.org/10.1177/1059601111428449 Aslam, A., & Corrado, L. (2007). No man is an Island: The inter-personal determinants of regional well-being in Europe. Astley, W. G., & Zajac, E. J. (1991). Intraorganizational power and organizational design: Reconciling rational and coalitional models of organization. Organization Science, 2(4), 399–411. Atkins, A. (2014). Building trust in the workplace: Practical solutions to drive trust and high performance. New Jersey: Next Decade, Inc. Retrieved from http://www.trustacrossamerica.com/documents/building-trust-reports/Workplace Trust PM_MT REV_logo.pdf Atkinson, C. (2007). Trust and the psychological contract. Employee Relations, 29(3), 227– 246. https://doi.org/10.1108/01425450710741720 Atkinson, S., & Butcher, D. (2003). Trust in managerial relationships. Journal of Managerial Psychology, 18(4), 282–304. https://doi.org/10.1108/02683940310473064 Audenaert, M., Decramer, A., Lange, T., & Vanderstraeten, A. (2016). Setting high expectations is not enough: Linkages between expectation climate strength, trust and employee performance. International Journal of Manpower, 37(6), 1024–1041. Aulakh, P. S., Kotabe, M., & Sahay, A. (1996). Trust and performance
Recommended publications
  • How Collective Emotions and Social Identities Influence Strategy Execution

    How Collective Emotions and Social Identities Influence Strategy Execution

    How Collective Emotions and Social Identities Influence Strategy Execution _______________ Quy HUY 2011/56/ST (Revised version of 2010/100/ST) How Collective Emotions and Social Identities Influence Strategy Execution Quy Huy* Version 24 March 2011 In Press at Strategic Management Journal (2011) Special issue Psychological Foundations of Strategy Revised version of 2010/100/ST * Associate Professor of Strategy at INSEAD, 1 Ayer Rajah Avenue, Singapore 138676, Singapore. Ph: +65 67 99 53 40 E-mail: [email protected] A Working Paper is the author’s intellectual property. It is intended as a means to promote research to interested readers. Its content should not be copied or hosted on any server without written permission from [email protected] Click here to access the INSEAD Working Paper collection Abstract The literature on top-down strategy implementation has overlooked social-emotional factors. The results of a three-year field study of a large technology firm show how top executives who favor an affect-neutral task approach can inadvertently activate middle managers’ organization-related social identities, such as length of time working for the company (newcomers versus veterans) and language spoken by senior executives (English versus French), generating group-focus emotions. These emotions prompt middle managers—even those elevated to powerful positions by top executives—to support or covertly dismiss a particular strategic initiative even when their immediate personal interests are not directly under threat. This study contributes to the strategy implementation literature by linking senior executives’ actions and middle managers’ social identities, group-focus emotions, and resulting behaviors to strategy implementation outcomes.
  • Chapter 12 Group Emotional Intelligence and Group

    Chapter 12 Group Emotional Intelligence and Group

    CHAPTER 12 GROUP EMOTIONAL INTELLIGENCE AND GROUP PERFORMANCE$ Ste´phane Coˆte´ ABSTRACT This chapter examines how emotional intelligence may influence the performance of groups. I first address relevant issues concerning emo- tional intelligence at the individual level of analysis. I then describe the range of composition models by which group emotional intelligence constructs can be created, from the emotional intelligence of the members of the group, articulate mechanisms by which each construct may be related to performance, and use Steiner’s (1972) typology of group tasks to identify when each construct may best predict performance. I also use the mechanisms of multiplication and compensation to consider how group emotional intelligence may combine with other group constructs to predict performance. I end this chapter with a discussion of research implications. $Book chapter prepared for: M. A. Neale, E. Mannix, & C. Anderson (Eds), Research on Managing Groups and Teams: Affect and Groups. Oxford, UK: Elsevier JAI. Affect and Groups Research on Managing Groups and Teams, Volume 10, 309–336 Copyright r 2007 by Elsevier Ltd. All rights of reproduction in any form reserved ISSN: 1534-0856/doi:10.1016/S1534-0856(07)10012-8 309 Group Emotional Intelligence and Group Performance 329 There are few ability tests of emotional intelligence. The most extensively researched ability test is the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT; Mayer, Salovey, & Caruso, 2002). The MSCEIT contains tasks that ask respondents to identify emotions in photographs of faces and in images and landscapes, compare different emotions to different sensations such as colors, indicate how emotions influence thinking and reasoning, assemble emotions into complex feelings, identify how emotions transition from one to another, and rate the effectiveness of different emotion regulation strategies in both intrapersonal and interpersonal contexts.
  • Thesis, 2016 Fev25-2 FINAL

    Thesis, 2016 Fev25-2 FINAL

    UNIVERSIDADE DE LISBOA FACULDADE DE MEDICINA DENTÁRIA RELATIONSHIP BETWEEN HAPPINESS, STRESS AND MUSCULOSKELETAL DISORDERS IN PORTUGUESE DENTISTS MARIA DO ROSÁRIO OLIVEIRA MEXIA ESTEVES Orientadores: Doutor Alexandre Josué Costa Cabeleira da Silva Cavalheiro Doutora Carla Marina Madureira de Matos Moleiro Doutora Nancy da Silva (San Jose State University, USA) Tese especialmente elaborada para obtenção do grau de Doutor em Medicina Dentária, Especialidade de Dentisteria Conservadora 2016 UNIVERSIDADE DE LISBOA FACULDADE DE MEDICINA DENTÁRIA RELATIONSHIP BETWEEN HAPPINESS, STRESS AND MUSCULOSKELETAL DISORDERS IN PORTUGUESE DENTISTS MARIA DO ROSÁRIO OLIVEIRA MEXIA ESTEVES Orientadores: DOUTOR ALEXANDRE JOSUÉ COSTA CABELEIRA DA SILVA CAVALHEIRO DOUTORA CARLA MARINA MADUREIRA DE MATOS MOLEIRO DOUTORA NANCY DA SILVA (SAN JOSÉ STATE UNIVERSITY, USA) Tese especialmente elaborada para obtenção do grau de Doutor em Medicina Dentária, Especialidade de Dentisteria Conservadora Júrí: Presidente: Doutor Mário Filipe Cardoso de Matos Bernardo, Professor Catedrático e Presidente do Conselho Científico da Faculdade de Medicina Dentária da Universidade de Lisboa Vogais: Doutora Eunice Virgínia Valdez Faria Bidarra Palmeirão Carrilho, Professora Associada com Agregação da Faculdade de Medicina da Universidade de Coimbra Doutora Maria Augusta Duarte Gaspar, Professora Auxiliar Convidada da Faculdade de Ciências Humanas da Universidade Católica Portuguesa Doutora Carla Marina Madureira de Matos Moleiro, Professora Auxiliar da Escola de Ciências Sociais e
  • The Role of the Body in Effective, Positive Leadership

    The Role of the Body in Effective, Positive Leadership

    University of Pennsylvania ScholarlyCommons Master of Applied Positive Psychology (MAPP) Master of Applied Positive Psychology (MAPP) Capstone Projects Capstones 8-2015 Walking Their Talk: The Role of the Body in Effective, Positive Leadership LeeAnn M. Mallorie University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/mapp_capstone Part of the Health Psychology Commons, Industrial and Organizational Psychology Commons, Leadership Studies Commons, and the Other Psychology Commons Mallorie, LeeAnn M., "Walking Their Talk: The Role of the Body in Effective, Positive Leadership" (2015). Master of Applied Positive Psychology (MAPP) Capstone Projects. 90. https://repository.upenn.edu/mapp_capstone/90 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/mapp_capstone/90 For more information, please contact [email protected]. Walking Their Talk: The Role of the Body in Effective, Positive Leadership Abstract The way we do anything is the way we do everything. Be it giving a presentation in the boardroom or running a marathon, we must take action using our physical bodies. Yet, despite this fact, the body has been largely overlooked in research on leadership and organizational wellbeing. The present paper aims to dispel the myth that the body is simply a tool, arguing that body-mind connection may be a critical missing piece in the formula for effective, positive leadership. I propose that important aspects of positive leadership like character strengths and practical wisdom may be trainable via mindfulness practices that involve coordinated movement of, or attention on, the physical body. Ten teachers of body- based wisdom and ten corporate leaders were interviewed to explore these hypotheses.
  • The Social Nature of Emotions

    The Social Nature of Emotions

    CORE Metadata, citation and similar papers at core.ac.uk Provided by Frontiers - Publisher Connector EDITORIAL published: 14 June 2016 doi: 10.3389/fpsyg.2016.00896 Editorial: The Social Nature of Emotions Gerben A. van Kleef 1*, Arik Cheshin 2, Agneta H. Fischer 1 and Iris K. Schneider 3 1 Department of Social Psychology, University of Amsterdam, Amsterdam, Netherlands, 2 Department of Human Services, University of Haifa, Haifa, Israel, 3 Department of Psychology, VU University Amsterdam, Amsterdam, Netherlands Keywords: emotion, emotional expression, emotion processing, group processes, culture, social interaction, affective science The Editorial on the Research Topic The Social Nature of Emotions Emotions are a defining aspect of the human condition. They pervade our social and professional lives, influence our thinking and behavior, and profoundly shape our relationships and social interactions. Traditionally, emotions have been conceptualized and studied primarily as individual phenomena, with research focusing on cognitive and expressive components and on physiological and neurological processes underlying emotional reactions. Over the last two decades, however, an increasing scholarly awareness has emerged that emotions are inherently social—that is, they tend to be elicited by other people, expressed toward other people, and regulated to influence other people or to comply with social norms (Parkinson, 1996; Van Kleef, 2009; Fischer and Manstead, in press). Despite this increasing awareness, the inclusion of the social dimension as a fundamental element in emotion research is still in its infancy (Fischer and Van Kleef, 2010). To stimulate further theorizing and research in this area, the current research topic brings together the latest cutting-edge research on the social nature of emotions.
  • Organizational Affective Tone: a Meso Perspective on the Origins and Effects of Consistent Affect in Organizations

    Organizational Affective Tone: a Meso Perspective on the Origins and Effects of Consistent Affect in Organizations

    r Academy of Management Journal 2018, Vol. 61, No. 1, 191–219. https://doi.org/10.5465/amj.2016.0671 ORGANIZATIONAL AFFECTIVE TONE: A MESO PERSPECTIVE ON THE ORIGINS AND EFFECTS OF CONSISTENT AFFECT IN ORGANIZATIONS ANDREW P. KNIGHT Washington University in St. Louis JOCHEN I. MENGES WHU – Otto Beisheim School of Management HEIKE BRUCH University of St. Gallen Grounded in an open systems perspective, we build and test new theory about how the kinds of industries in which an organization participates influence organizational af- fective tone and connect to workforce strain. We propose that the more an organization’s activities lie in consumer-centric industries (e.g., service, retail), the more positive and less negative the organization’s affective tone. We connect consumer-centric industry participation and affective tone by explaining how personnel policies and organiza- tional structure generate and sustain consistent positive and negative affect throughout an organization. Additionally, we examine the effects of organizational affective tone on workforce strain. The results of a survey-based study of 24,015 human resource man- agers, top management team members, and employees of 161 firms largely support our predictions. We discuss the implications of considering macro contextual factors for understanding affect in organizations. An emerging stream of theory and research sug- people work as inputs to workforce strain— a “set of gests that organizations possess overarching affec- adverse psychological, physiological, and behav- tive characteristics—consistent feeling states, ioral reactions to work stressors” (Cotˆ e,´ 2005: 509). common assumptions and values regarding emo- However, it is only in recent years that research has tion, and homogeneous expectations about affect begun to suggest that an organizational context ’ (Barsade & O Neill, 2014; Menges & Kilduff, 2015; characterized by consistent positive affect across ’ O Neill & Rothbard, 2017; Parke & Seo, 2017).
  • The Pennsylvania State University

    The Pennsylvania State University

    The Pennsylvania State University The Graduate School College of the Liberal Arts EMOTION REGULATION IN RESPONSE TO NEGATIVE INTERPERSONAL EVENTS AT WORK A Dissertation in Psychology by Robert C. Melloy, Jr. © 2018 Robert C. Melloy, Jr. Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy August 2018 ii The dissertation of Robert C. Melloy, Jr. was reviewed and approved* by the following: Alicia Grandey Professor of Psychology Dissertation Advisor Chair of Committee Susan Mohammed Professor of Psychology James LeBreton Professor of Psychology D. Lance Ferris Professor of Management Michigan State University Melvin M. Mark Professor of Psychology Head of the Department of Psychology *Signatures are on file in the Graduate School. iii ABSTRACT To better understand how employees manage their emotions during and following negative interpersonal events (NIEs), I propose that employees flexibly regulate themselves using multiple strategies. I also propose that the choice of strategy combinations is driven by characteristics of the situation (emotional intensity, typicality, controllability, responsibility), and that strategy combinations differ in terms of their influence on employee performance and well- being. Using multilevel latent profile analysis at the event level with faculty and staff in a high- stress work context, results indicate six profiles of emotion regulation that are distinguished by a primary use of engagement or disengagement strategies, or a mix of both. Higher negative emotional intensity, controllability, and responsibility were associated with using disengagement regulation profiles, while lower typicality was associated with engagement profiles. Employees had higher supervisor-rated job performance when using multiple engagement strategies compared to using single engagement or disengagement strategies, but lower job performance self-efficacy when they did not regulate.
  • How Positive Affect Links to Performance Through Social Resources

    How Positive Affect Links to Performance Through Social Resources

    THE JOURNAL OF POSITIVE PSYCHOLOGY 2019, VOL. 14, NO. 3, 377–392 https://doi.org/10.1080/17439760.2017.1402076 Happy-productive groups: How positive affect links to performance through social resources Jonathan Peñalvera , Marisa Salanovaa , Isabel M. Martíneza and Wilmar B. Schaufelib,c aDepartment of Social Psychology, Universitat Jaume I, Castellón de la Plana, Spain; bDepartment of Psychology, Utrecht University, Utrecht, Netherlands; cDepartment of Psychology, KU Leuven, Leuven, Belgium ABSTRACT ARTICLE HISTORY The current study extends the Broaden & Build theory to the collective (i.e. groups) level of analysis, Received 15 May 2017 focusing on the mediating role of group social resources (i.e. cohesion, coordination, teamwork, Accepted 13 October 2017 supportive team climate) between group positive affect (i.e. enthusiasm, optimism, satisfaction, KEYWORDS comfort) and group performance (i.e. in-and extra-role performance, creative performance). To test Group positive affect; group our hypotheses, we conducted two studies using independent samples. Study 1 is a laboratory social resources; group study with 449 participants nested in 112 small groups who performed an organizational simulation performance; happy- creative task. Study 2 is a field study that aggregated scores of 2159 employees nested in 417 groups. productive groups; in- and In both the lab and field studies, structural equation modeling results revealed that group social extra-role performance; resources fully mediate the relationship between group positive emotions
  • Group Affect

    Group Affect

    arop2Barsade ARI 18 December 2014 00:11 Review in Advance first posted online on January 2, 2015. (Changes may still occur before final publication online and in print.) Group Affect Sigal G. Barsade1 and Andrew P. Knight2 1Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104; email: [email protected] 2Olin Business School, Washington University in St. Louis, St. Louis, Missouri 63130; email: [email protected] Annu. Rev. Organ. Psychol. Organ. Behav. 2015. Keywords 2:14.1–14.26 emotion, teams, group dynamics, workplace The Annual Review of Organizational Psychology and Organizational Behavior is online at orgpsych.annualreviews.org Abstract This article’s doi: Over two decades of research has indicated that group affect is an im- 10.1146/annurev-orgpsych-032414-111316 portant factor that shapes group processes and outcomes. We review Copyright © 2015 by Annual Reviews. and synthesize research on group affect, encompassing trait affect, All rights reserved moods, and emotions at a collective level in purposive teams. We be- gin by defining group affect and examining four major types of collec- Access provided by University of Pennsylvania on 01/13/15. For personal use only. tive affective constructs: (a) convergence in group affect; (b) affective Annu. Rev. Organ. Psychol. Behav. 2015.2. Downloaded from www.annualreviews.org diversity, that is, divergence in group affect; (c) emotional culture; and (d) group affect as a dynamic process that changes over time. We describe the nomological network of group affect, examining both its group-level antecedents and group-level consequences. Antecedents include group leadership, group member attributes, and interactions between and relationships among group members.
  • Optimism, Social Network Position and Resource-Attraction Capability

    Optimism, Social Network Position and Resource-Attraction Capability

    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Repositório do ISPA “GOOD VIBRATIONS”: OPTIMISM, SOCIAL NETWORK POSITION AND RESOURCE-ATTRACTION CAPABILITY by Luis Miguel Pereira Lopes Licenciado, Universidade de Lisboa, Portugal, 2001 SUBMITTED TO THE UNIVERSIDADE NOVA DE LISBOA IN FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN APPLIED PSYCHOLOGY with a specialization in ORGANIZATIONAL PSYCHOLOGY JUNE 2008 (c) Luis Miguel Pereira Lopes, 2008 All rights reserved The author hereby grants to the Universidade Nova de Lisboa permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of author: _________________________________________________ Universidade Nova de Lisboa June 03, 2008 Certified by: __________________________________________________ Professor Doutor Miguel Pina e Cunha Professor Associado na Universidade Nova de Lisboa Thesis Supervisor Accepted by: __________________________________________________ Chair of the PhD Committee, Universidade Nova de Lisboa “GOOD VIBRATIONS”: OPTIMISM, SOCIAL NETWORK POSITION AND RESOURCE-ATTRACTION CAPABILITY by Luis Miguel Pereira Lopes Submitted to the Universidade Nova de Lisboa on June, 2008 in Fulfillment of the Requirements for the Degree of Doctor in Philosophy in Applied Psychology ABSTRACT The work reported in this thesis addresses the research question of when and how positive psychological states impact positive behavior and positive organizational development. We present two theoretical essays and three empirical studies to find possible answers to this question and we use a multitude of methodologies with different epistemological assumptions, including quantitative correlation analysis, social network analysis and qualitative grounded theory analysis. In the whole, our work shows that positive psychological states are fundamental to promote individual and organizational higher-levels of performance and well-being.
  • Effects of Emotion Displays on Followers' Perceptions of Principled

    Effects of Emotion Displays on Followers' Perceptions of Principled

    https://bar.anpad.org.br BAR − Brazilian Administration Review Vol. 18, No. 1, Art. 3, e190142, 2021 https://doi.org/10.1590/1807-7692bar2021190142 Research Article Image Filters: Effects of Emotion Displays on Followers’ Perceptions of Principled Leaders Flávia Cavazotte1 Daniel Martins Abelha1 Lucas Martins Turano1 1 Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil Received 09 December 2019. This paper was with the authors for two revisions. Accepted 04 April 2021. First published online 19 April 2021. Editor-in-chief: Carlo Gabriel Porto Bellini (Universidade Federal da Paraíba, João Pessoa, PB, Brazil) Associate editor: Patrícia Martins Fagundes Cabral (Universidade do Vale do Rio dos Sinos, São Leopoldo, RS, Brazil) Reviewers: Nuno Rebelo dos Santos (Universidade de Évora, Évora, Portugal), Clarissa Socal Cervo (Universidade Federal Fluminense, Niterói, RJ, Brazil) and one anonymous reviewer Editorial assistants: Kler Godoy and Simone Rafael (ANPAD, Maringá, PR, Brazil) F. Cavazotte, D. M. Abelha, L. M. Turano 2 _________________________________________________________________________________________________________________ ABSTRACT We analyze how followers respond to principled and unprincipled leaders as they express positive and negative emotions, based on the moral tenets of authentic leadership theory. Grounded on the theoretical principles of emotion contagion and cognitive interpretation, we propose that negative affective displays taint followers’ perceptions of authentic leaders and that positive affective displays brighten followers’ perceptions of inauthentic leaders. We tested these hypotheses in two laboratory experiments. Results indicate that while negative affective displays significantly disfavored perceptions about an authentic leader, positive affective displays did not favor attitudes about the leader. In contrast, positive affective displays not only favored attitudes toward an inauthentic leader but also positively influenced judgments regarding the leader’s ethicality.
  • Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit

    Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit

    JOMXXX10.1177/0149206316672530Journal of ManagementChi and Grandey / Emotional Labor Predicts Service Performance 672530research-article2016 Journal of Management Vol. 45 No. 2, February 2019 673 –700 DOI: https://doi.org/10.1177/014920631667253010.1177/0149206316672530 © The Author(s) 2016 Article reuse guidelines: sagepub.com/journals-permissions Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit Nai-Wen Chi National Sun Yat-Sen University Alicia A. Grandey Pennsylvania State University When service providers regulate their moods and expressions (i.e., deep acting and surface acting), are they better performers? Drawing on the framework of activation-inhibition regulatory systems and regulatory fit, we propose (a) that deep acting represents an activation-oriented regulation strategy and surface acting, an inhibition-oriented regulation strategy; (b) that these strategies have separate pathways to desirable performance (i.e., affective delivery) and counterproductive perfor- mance (i.e., service sabotage), respectively; and (c) that performance is optimized when momentary regulation strategies are aligned with activation- and inhibition-oriented traits. Empirically, across two studies, we employ a multilevel approach (i.e., within- and between-person), a multisource approach (i.e., self, coworker, customer), and a multicontext approach (i.e., banks and restaurants) to test regulatory fit as applied to emotional labor. In two studies, we support separate activation and inhibition pathways, plus regulatory fit, in that deep acting is beneficial to affective delivery for those higher in two activation traits—namely, extraversion and openness—and that surface acting predicts service sabotage for those lower in an inhibition trait: conscientiousness. We empirically rule out mood as the explanation for these effects, propose future research to apply regulatory fit to other outcomes and contexts, and suggest practical implications for services.