DOCSLIB.ORG

Sanchez Burks CV 2012

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Sanchez Burks CV 2012 March 13, 2012 CURRICULUM VITAE JEFFREY SANCHEZ-BURKS University of Michigan- Stephen M. Ross School of Business, Department of Management & Organizations 701 Tappan Street – Ann Arbor, MI – 48109-1234 [email protected] - 734.320.2312 A C A D E M I C P O S I T I O N S ______________________________________________ University of Michigan • Associate Professor (with tenure), Management and Ann Arbor, MI Organizations Department, Stephen M. Ross School of Business (2009-Present) • Visiting Scholar, INSEAD (Fall, 2010) • Faculty Associate, Research Center for Group Dynamics, Institute for Social Research (2002-Present) • Research Fellow, William Davidson Institute (2003-Present) • Faculty Associate, Center for Culture, Mind and the Brain, Department of Psychology, University of Michigan and Institute for Social Research (2009-Present) • Sanford Robertson Assistant Professor of Business Administration, Stephen M. Ross School of Business (2003-2004) • Assistant Professor, Management and Organizations Department, Stephen M. Ross School of Business (2002-2009) University of Southern • Assistant Professor, Management and Organizations, Marshall California School of Business (1999-2002) Los Angeles, California E D U C A T I O N ______________________________________________________________ University of Michigan • Doctor of Philosophy in Social Psychology (1999) Ann Arbor, Michigan • Graduate Certificate in Culture and Cognition (Anthropology and Psychology) (1999) California State University, • Bachelor of Arts, Psychology (1994) Northridge Los Angeles, California 1/17 Jeffrey Sanchez-Burks P U B L I C A I O N S_________________________________________________________ When truisms are true. (2012, February 25). Sunday New York Times, pp. SR12. (with E. Polman and S. Kim). Leung, A K.-y., Kim, S., Goncalo, J., Ong, L., Qiu, L., Polman, E., & Sanchez-Burks, J. Embodied Metaphors and Creative Acts. (2012). Psychological Science. Bechtoldt, M., Beersma, Rohrmann, S., & Sanchez-Burks, J. (2011) A gift that takes its toll: Emotion recognition and conflict appraisal. European Journal of Work and Organizational Psychology, 1-20. Plaut, V. C., Stevens, F., Buffardi, L., & Sanchez-Burks, J. (2010). What about me? Understanding majority perspectives on multiculturalism in the workplace. Journal of Personality and Social Psychology, 101(2), 337-353. Ybarra, O., Keller, M., Chan, E., Garcia., S., Sanchez-Burks, J., Morrison, K., & Baron, A. (2010) Being Characterizable: Friend or foe matters. Social Psychology and Personality Science, 1(3), 259-267. Sanchez-Burks, J., Bartel, C., & Blount, S. (2009) Fluidity and performance in intercultural workplace interactions: The role of behavioral mirroring and social sensitivity. Journal of Applied Psychology, 94(1): 216-223. Sanchez-Burks, J. & Huy, Q. (2009) Emotional Aperture: The accurate recognition of collective emotions. Organization Science, 20(1), 22-34. Cheng, C-Y., Sanchez-Burks, J., & Lee, F. (2008) Connecting the dots within: Creative performance and identity integration. Psychological Science, 19(11), 1178-1184. Sanchez-Burks, J., Neuman, E., Ybarra, O., Kopelman, S., Goh, K., & Park, H. (2008). Cultural folk wisdom about relationship conflict. Negotiation and Conflict Management Research 1(1), 55-78. *Awarded Best Empirical Paper at the 2007 IACM Conference Sanchez-Burks, J., Nisbett, R., Lee, F., & Ybarra, O. (2007) Intercultural training based on a theory of relational ideology. Basic and Applied Social Psychology, 29(3), 257-268. Sanchez-Burks, J. (2005). Protestant Relational Ideology: The cognitive underpinnings and organizational implications of an American anomaly. Research in Organizational Behavior Annual Volume, (R. Kramer & B. Staw, Eds.), 26, 265-305. Page 2 of 17 Jeffrey Sanchez-Burks Sanchez-Burks, J., Lee, F., Choi, I., Nisbett, R., Zhao, S. & Jasook, K. (2003) Conversing across cultures: East-West communication styles in work and non-work contexts. Journal of Personality and Social Psychology, 85(2), 363-372. Sanchez-Burks, J. (2002) Protestant Relational Ideology and (in) attention to relational cues in work settings. Journal of Personality and Social Psychology, 83(4), 919-929. Sanchez-Burks, J., Nisbett, R., & Ybarra, O. (2000). Cultural styles, relational schemas and prejudice against outgroups. Journal of Personality and Social Psychology, 79(2), 174-189. M A N U S C R I P T S U N D E R R E V I S E & R E S U M I T_______________________ Uhlmann, E., & Sanchez-Burks, J. The implicit legacy of American Puritanism. Rees, L., Rothman, N., Lehavy, R. & Sanchez-Burks, J. Dialectical affect improves individual forecasting accuracy. M A N U S C R I P T S U N D E R I N I T I A L R E V I E W __________________________ Maddux, W., Huy, Q., & Sanchez-Burks, J. The cultural psychology of strategic change. Waller, M., Kaplan, S., Blount, S., Philips, S., & Sanchez-Burks, J. More Than a Feeling: Rapport and Synchrony in Teams. Uhlmann, E., Heaphy, E., Ashford, S., Zhu, L. & Sanchez-Burks, J. Non-Work Role Referencing as Norm Violation: Evidence of Cultural Boundaries and Reinforcing Mechanisms. Ferguson, A., Peterson, R., & Sanchez-Burks, J. Causes and consequences of perceptions of intragroup conflict asymmetry. A R T I C L E S / C H A P T E R S I N R E F E R E E D B O O K S ___________________ Cheng, C., Sanchez-Burks, J., & Lee, F. (2008). Taking advantage of differences: Increasing team innovation through identity integration. In K. Phillips, M. Neale, and E. Mannix (Eds.) Research on Managing Groups and Teams (Vol 11), 55-73. Sanchez-Burks, J. & Lee, F. (2007). Culture and workways. In S. Kitayama & D. Cohen (Eds.). Handbook of Cultural Psychology (Vol 1, pp. 346-369). New York: Guilford. Sanchez-Burks, J. (2007). Cultural differences. In R. Baumeister and K. Vohs (Eds.), Encyclopedia of Social Psychology. Thousand Oaks: Sage. Page 3 of 17 Jeffrey Sanchez-Burks A R T I C L E S / C H A P T E R S Sanchez-Burks, J., & Uhlmann, E. (in press). American Work Morality: Implications for cross- cultural work groups. In M. Yuki and M. Brewer (Eds.), Culture and Group Processes. Oxford University Press. Behfar, K., Brett, J., & Sanchez-Burks, J. (in press). Managing cross-cultural conflicts. Ybarra, O., Kross, E., Lee, D., Zhao, Y., & Sanchez-Burks (in press). The Context, Psychology, and Flexibility of Social-Emotional Intelligence. In A. Bakker (Ed.), Advances in Positive Organizational Psychology. Ybarra, O., Rees, L., Kross, E., & Sanchez-Burks, J. (2011). Social-emotional intelligence. In K. Cameron & G. Spreitzer (Eds.), Handbook of Positive Organizational Scholarship. Oxford University Press. Sanchez-Burks, J. & Mor Barak, M. (2004). Interpersonal relationships in a global work context. In M. Mor Barak (Ed.), Managing Diversity in the Age of Globalization: Toward a Worldwide Inclusive Workplace (pp. 114-168). Thousand Oaks: Sage. *Academy of Management, 2007 George R. Terry Book Award Winner T E C H N I C A L R E P O R T S ________________________________________________ Rosenthal, D. B., Wadsworth, L. A., Russell, T. L., Mathew, J., Elfenbein, H. A., Sanchez-Burks, J., and Ruark, G. A. (2009). Training soldiers to decode nonverbal cues in cross-cultural interactions. (ARI Research Note 2009-12). Arlington, VA: U.S. Army Research Institute for the Behavioral and Social Sciences. W O R K I N G P A P E R S_____________________________________________________ Wellman, N., Ashford, S., DeRue, S., & Sanchez-Burks, J. Mental models and leadership behavior: Informal leadership in hierarchical groups. Huy, Q., Bartel, C., Rees, L., & Sanchez-Burks, J. (Mis)reading collective emotional reactions: Errors in emotional aperture hamper transformational leadership. Rios, K., Ybarra, O., & Sanchez-Burks, J. Intergroup Contexts Induce Unpredictability Tendencies in People. Kacperczyk, A., Baker, W. & Sanchez-Burks Social Isolation in the workplace: A Cross-cultural and longitudinal analysis. Clerkin, C., Cheng, C-Y, & Lee, F., & Sanchez-Burks, J. Recognizing creativity when you see it: Identity integration and creative idea selection. Page 4 of 17 Jeffrey Sanchez-Burks A W A R D S _______________________________________________________________ 2011 Academy of Management Dexter Award Finalist (Nominated by the ODC Division) with Maddux, W., and Huy, Q. “The influence of Eastern and Western societal cultures in managing strategic change” 2010 Academy of Management, Organizational Behavioral Division’s Emerald Best International Symposium Award Finalist “Wisdom through Emotions: Multi- cultural, multi-level view of how Emotions Can Make Us Wiser” 2010 Nominated for the Harold R. Johnson Diversity Service Award, University of Michigan 2007 Best Empirical Paper (with E. Neuman, O. Ybarra, S. Kopelman, H. Park, & K. Goh), Annual Meeting of the International Association for Conflict Management. 2007 Best Paper Proceedings (with Cheng, C-Y, & Lee, F. Academy of Management, Organizational Behavior Division. 2003 Sanford Robertson Assistant Professor of Business Administration Chair Stephen M. Ross School of Business, University of Michigan 2001 Academy of Management Dexter Award Finalist for Best Paper on International Relations (Nominated by the OB Division) “Conversing Across Cultures” 2000 Best Paper Proceedings Academy of Management Meetings, Organizational Behavior Division. 2000 Russell Sage Foundation Grant (Co-PI) 2000 Research Excellence Award Management and Organization Department, Marshall School of Business, University of Southern California 1994-1998 Rackham Fellowship University of
Load more

Recommended publications
  • Emotions and Strategic Change
    OUP UNCORRECTED PROOF – REVISES-PROOF, 19/04/2011, GLYPH 1 CHAPTER 2 62 3 Emotions and Strategic Change 4 Quy Nguyen Huy 5 Abstract 6 Strategic change represents a special form of organizational change that is particularly large-scale, 7 disruptive, and elicits a wide range of strong emotions among employees. This chapter discusses how 8 organizations can develop routines that deal constructively with employees’ emotions, as well as the 9 challenges that organization leaders face in perceiving and managing employees’ collective emotions. 10 The chapter ends by suggesting a number of important research questions in this vastly underexplored 11 area. 12 Keywords: Leadership; emotions , strategic change , emotional intelligence , collective emotions , 13 emotional contagion , culture 14 One of the many important questions facing posi- We then review the role of emotions in organiza- 38 15 tive organizational scholarship (POS) is its link to tions experiencing strategic change. Th e chapter 39 16 business strategy, which focuses on organizational then elaborates the key constructs in this literature, 40 17 performance. During relatively stable times, in namely individual versus collective emotions, and 41 18 which managers have more bountiful psychological perceiving and managing emotions at work. Next, it 42 19 and organizational resources to build stable, quality highlights several psychological and contextual 43 20 relationships, many dimensions of POS, such as enablers and impediments to dealing with emo- 44 21 thriving at work (Spreitzer, Sutcliff e, Dutton, tions at work. Finally, it suggests avenues for future 45 22 Sonenshein, & Grant, 2005 ), relational quality research. 46 23 (Dutton & Heaphy, 2003 ), and experiencing posi- 24 tive energy (R.
    [Show full text]
  • Intrapersonal Emotional Responses to the Inquiry and Advocacy Modes of Interaction : a Psychophysiological Study
    This is an electronic reprint of the original article. This reprint may differ from the original in pagination and typographic detail. Leppänen, Ilkka; Hämäläinen, Raimo P.; Saarinen, Esa; Viinikainen, Mikko Intrapersonal Emotional Responses to the Inquiry and Advocacy Modes of Interaction : A Psychophysiological Study Published in: Group Decision and Negotiation DOI: 10.1007/s10726-018-9584-8 Published: 01/12/2018 Document Version Publisher's PDF, also known as Version of record Published under the following license: CC BY Please cite the original version: Leppänen, I., Hämäläinen, R. P., Saarinen, E., & Viinikainen, M. (2018). Intrapersonal Emotional Responses to the Inquiry and Advocacy Modes of Interaction : A Psychophysiological Study. Group Decision and Negotiation, 27(6), 933-948. https://doi.org/10.1007/s10726-018-9584-8 This material is protected by copyright and other intellectual property rights, and duplication or sale of all or part of any of the repository collections is not permitted, except that material may be duplicated by you for your research use or educational purposes in electronic or print form. You must obtain permission for any other use. Electronic or print copies may not be offered, whether for sale or otherwise to anyone who is not an authorised user. Powered by TCPDF (www.tcpdf.org) Group Decision and Negotiation (2018) 27:933–948 https://doi.org/10.1007/s10726-018-9584-8 Intrapersonal Emotional Responses to the Inquiry and Advocacy Modes of Interaction: A Psychophysiological Study Ilkka Leppänen1 · Raimo P. Hämäläinen2 · Esa Saarinen3 · Mikko Viinikainen2 Published online: 6 July 2018 © The Author(s) 2018 Abstract In negotiations and group decision making we can use two characteristically different interaction modes: inquiry and advocacy.
    [Show full text]
  • Emotional Intelligence and Conflict Resolution
    Emotional Intelligence and Conflict Resolution By: Fred McGrath Fred McGrath & Associates Presented at: ACLEA 49th Mid‐Year Meeting February 2‐5, 2013 Clearwater, FL Fred McGrath Fred McGrath & Associates Saint Paul, MN Fred McGrath has been designing and delivering experiential, interactive keynotes, seminars, and webinars for legal professionals and business leaders for over 20 years. His strong advocacy of inclusive, improv‐based training stems from a successful acting/screenwriting career in Hollywood. Before focusing solely on leaderships training, Fred was a busy working actor and veteran of over 100 national commercials as well as numerous co‐starring roles in network dramas and sitcoms. Always exceeding expectation with no shortage of fun and laughs, Fred engages participants on a wide variety of topics with his unique approach. Year after year, Fred continues to be one of the highest‐rated professional development trainer/coaches anywhere. “In the corporation of the future, new leaders will not be masters, but maestros. The leadership task will be to anticipate the signs of coming change, to inspire creativity, and to get the best ideas from everybody. ‐‐Ned Herrmann, author of The Creative Brain “Cognitive learning promotes improved knowledge. Experiential learning promotes improved behavior. ‐‐Fred McGrath The Advantages of Emotional Intelligence and Experiential Training Emotional Intelligence (EI), the key to improving client building, existing relationships, negotiation techniques and leadership skills, can best be taught, accessed, coached, developed and enhanced by using improvisation techniques to support emotive learning. Cognitive learning is less effective because it is knowledge‐based. As such, comprehending the concepts of EI is not enough.
    [Show full text]
  • Validation of the Wong and Law Emotional Intelligence Scale for Chilean Managers
    Suma Psicológica 26(2) (2019), 110-118 Doi: http://dx.doi.org/10.14349/sumapsi.2019.v26.n2.7 SUMA PSICOLÓGICA http://editorial.konradlorenz.edu.co/suma-psicologica.html Validation of the Wong and Law Emotional Intelligence Scale for Chilean managers Julio César Acosta-Pradoab*, Rodrigo Arturo Zárate Torresc a Universidad del Pacífico, Lima, Perú b Universidad Externado de Colombia, Bogotá, Colombia c Colegio de Estudios Superiores de Administración, Bogotá, Colombia Received 19 July 2019; Accepted 13 January 2020 KEYWORDS Abstract The Wong and Law Emotional Intelligence Scale, WLEIS, is one of the most widely Emotional intelligence used instruments for measuring emotional intelligence in the world. This scale was designed scale, WLEIS, for the work context and evaluates the assessment and expression of a person’s emotions, the Chilean managers, assessment and recognition of emotions in others, the regulation of a person’s emotions, and factor analysis the use of emotion to aid performance. However, in the Chilean context, there have been no studies on the validity of WLEIS for senior management within firms. The present study seeks to obtain evidence of validity based on WLEIS’ internal structure using a sample of 100 Chilean managers. This is an instrumental type study. An exploratory and confirmatory factor analysis corroborated the dimensions of WLEIS, which presented adequate levels of reliability. The av- erage scores in the factors were then compared according to age, sex, and level of educational. The implications of these findings are discussed in the last section. © 2019 Fundación Universitaria Konrad Lorenz. This is an open access article under the CC BY-NC- ND license (http://creativecommons.org/licenses/bync-nd/4.0/).
    [Show full text]
  • Team Members' Emotional Displays As Indicators of Team Functioning
    UvA-DARE (Digital Academic Repository) Team members' emotional displays as indicators of team functioning Homan, A.C.; van Kleef, G.A.; Sanchez-Burks, J. DOI 10.1080/02699931.2015.1039494 Publication date 2016 Document Version Final published version Published in Cognition & Emotion Link to publication Citation for published version (APA): Homan, A. C., van Kleef, G. A., & Sanchez-Burks, J. (2016). Team members' emotional displays as indicators of team functioning. Cognition & Emotion, 30(1), 134-149. https://doi.org/10.1080/02699931.2015.1039494 General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. UvA-DARE is a service provided by the library of the University of Amsterdam (https://dare.uva.nl) Download date:04 Oct 2021 Cognition and Emotion ISSN: 0269-9931 (Print) 1464-0600 (Online) Journal homepage: https://www.tandfonline.com/loi/pcem20 Team members’ emotional displays as indicators of team functioning Astrid C.
    [Show full text]
  • Working Paper = = Emotional Aperture and Emotional Sequencing
    = = = = = Working Paper = = Emotional Aperture and Emotional Sequencing Jeffrey Sanchez-Burks Stephen M. Ross School of Business at the University of Michigan Quy Nguyen Huy INSEAD Ross School of Business Working Paper Series Working Paper No. 1047 September 2006 This paper can be downloaded without charge from the Social Sciences Research Network Electronic Paper Collection: http://ssrn.com/abstract=931492 rkfsbopfqv=lc=jf`efd^k= Emotional Aperture & Emotional Sequencing 1 Emotional Aperture and Emotional Sequencing* Jeffrey Sanchez-Burks Quy Nguyen Huy University of Michigan INSEAD Ross School of Business Strategic Management Management and Organizations Boulevard de Constance 701 Tappan Street 77305 Fontainebleau Ann Arbor, MI 48109 FRANCE Tel: 734.615.6351 Tel: (33) 1 60 72 44 98 Fax: 734.936.0282 Fax: (33) 1 60 74 55 00/01 E-mail: [email protected] E-mail: [email protected] *Both authors contributed equally to this paper; authorship order was randomly assigned. We thank Emily Darling, Fiona Lee, and Sharon Turnbull for thoughtful comments on an earlier draft of this article and Tim Donovan for help with manuscript preparation. Key Words: strategic renewal, emotional aperture, emotional sequencing, emotional intelligence Emotional Aperture & Emotional Sequencing 2 Abstract Failure to recognize and regulate agitated organizational members’ emotions triggered by strategic change can undermine a firm’s performance. Organizational processes that detect, recognize, and respond appropriately to members’ emotional responses are likely to enhance their receptivity to the change and facilitate strategic renewal. We develop a theory posited to improve members’ receptivity to strategic change by introducing two novel concepts: emotional aperture and emotional sequencing.
    [Show full text]
  • A Theory of Collective Empathy in Corporate Philanthropy Decisions
    ஽ Academy of Management Review 2014, Vol. 39, No. 1, 1–21. http://dx.doi.org/10.5465/amr.2012.0031 A THEORY OF COLLECTIVE EMPATHY IN CORPORATE PHILANTHROPY DECISIONS ALAN R. MULLER University of Amsterdam MICHAEL D. PFARRER LAURA M. LITTLE University of Georgia Prevailing perspectives on corporate philanthropy are predominantly rational and limit decision making to the executive suite. Recently, however, recognition has grown that employees are also important drivers of corporate philanthropy efforts and that their motives may be more empathic in nature. Integrating arguments from affective events theory, intergroup emotions theory, and affect infusion theory, we develop a framework in which organization members’ collective empathy in response to the needs of unknown others infuses executives’ decisions, thereby affecting the likelihood, scale, and form of corporate philanthropy. Our theory has implications for research on emotions in organizations, as well as for our understanding of the role of organizations in society. Corporate philanthropy is a type of organiza- mechanism (Brammer & Millington, 2005), and a tional social engagement that involves the allo- tool to manage financial flows (Lev, Petrovits, & cation of time, money, or goods aimed at ad- Radhakrishnan, 2010). dressing a social need (Foundation Center, In contrast to this primarily top-down rational 2009). Scholars, however, continue to debate why interpretation, researchers have increasingly organizations give, as well as how these deci- recognized that, alongside the executive deci- sions take shape. Prevailing views once consid- sion makers, other employees are also impor- ered philanthropy as a misappropriation of tant actors in corporate philanthropy (e.g., Kim, shareholder wealth by the executive (Friedman, Lee, Lee, & Kim, 2010).
    [Show full text]
  • CURRICULUM VITAE JEFFREY SANCHEZ-BURKS University of Michigan Stephen M
    CURRICULUM VITAE JEFFREY SANCHEZ-BURKS University of Michigan Stephen M. Ross School of Business, Department of Management & Organizations 701 Tappan St., Ann Arbor, MI 48109 [email protected] A C A D E M I C P O S I T I O N S ______________________________________________ University of Michigan Professor, Department of Management & Organizations, Stephen Ann Arbor, Michigan M. Ross School of Business, 2016–present Faculty Director, +Impact Studio, Stephen M. Ross School of Business, 2019–present Faculty Director, Office of Action Based Learning, Stephen M. Ross School of Business, 2015–2017 Director, Executive MBA Leadership Development Program, 2013–2016 Michael R. and Mary Kay Hallman Fellow, 2012–2016 Visiting Scholar, INSEAD, Fall 2010 Faculty Associate, Research Center for Group Dynamics, Institute for Social Research, 2002–present Sanford Robertson Assistant Professor of Business Administration, Stephen M. Ross School of Business, 2003–2004 Assistant Professor, Department of Management & Organizations, Stephen M. Ross School of Business, 2002–2009 University of Southern California Assistant Professor, Management and Organization, Marshall School of Business, 1999–2002 Los Angeles, California E D U C A T I O N ____________________________________________________________ University of Michigan Doctor of Philosophy in Social Psychology (1999) Ann Arbor, Michigan Graduate Certificate in Culture and Cognition (Cultural Anthropology and Psychology) (1999) California State Bachelor of Arts, Psychology (1994) University, Northridge Los Angeles, California Updated Jan, 2021 - 1 of 26 Jeffrey Sanchez-Burks Updated Jan, 2021 - 2 of 26 P U B L I C A T I O N S________________________________________________________ Sanchez-Burks, J. +Bradley, C., Greer, L., (2021). How Leaders Can Optimize Teams’ Emotional Landscapes.
    [Show full text]
  • 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.
    [Show full text]
  • The Emotional Rollercoaster of Organisational Change
    Copyright is owned by the Author of the thesis. Permission is given for a copy to be downloaded by an individual for the purpose of research and private study only. The thesis may not be reproduced elsewhere without the permission of the Author. The Emotional Rollercoaster of Organisational Change: Affective Responses to Organisational Change, their Cognitive Antecedents and Behavioural Consequences A thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Auckland New Zealand Roy Kark Smollan 2009 ABSTRACT Change is a potentially emotional event as people anticipate or experience its outcomes and processes. Managers and researchers often ignore the emotional aspects of organisational change, yet it is precisely these aspects that can promote acceptance of change or resistance to it. The focus of the research is on the many factors that contribute to cognitive, affective and behavioural responses to organisational change. A model of individual responses evolved from the literature review and helped guide the research questions. It indicates that responses to change depend on factors in four categories: those in the change itself (outcomes, scale, temporal issues and justice); those in the employee (their emotional intelligence, disposition, previous experience of change, and change and stress outside the workplace); those in the employee’s perceptions of the leaders/managers/agents (their leadership ability, emotional intelligence and trustworthiness); and those in the employee’s perception of the organisation (its culture and change context). Two main research approaches underpinned the thesis. Firstly, cognitive appraisal theory takes the position that emotion derives from cognition as people contemplate the importance of events (such as organisational change) to their wellbeing and consider how they will cope.
    [Show full text]
  • Integrating Emotions and Affect in Theories of Management
    1 Integrating Emotions and Affect in Theories of Management Neal M. Ashkanasy UQ Business School The University of Queensland Brisbane, QLD 4072 Australia e-mail: [email protected] Ronald H. Humphrey Department of Leadership and Management Lancaster University Management School Lancaster University Lancaster, United Kingdom LA1 4YX e-mail: [email protected] Quy Huy INSEAD 1 Ayer Rajah Avenue 138676 Singapore e-mail: [email protected] Ashkanasy, N. M., Humphrey, R. H., & Huy, Q. N. (forthcoming, April, 2017). Integrating affect and emotion in management theories. Academy of Management Review. 2 Integrating Emotions and Affect in Theories of Management Abstract Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today’s scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles.
    [Show full text]
  • A Blessing and a Curse: How Ceos' Trait Empathy Affects Their Management of Organizational Crises
    A blessing and a curse: How CEOs’ trait empathy affects their management of organizational crises Andreas König University of Passau, Innstraße 27, D-94032 Passau +49 851 509 2510; [email protected] Lorenz Graf-Vlachy University of Passau, Innstraße 27, D-94032 Passau +49 851 509 2515; [email protected] Jonathan Bundy Arizona State University, P.O. Box 874006, Tempe, AZ 85287-4006 +1 480-965-6445; [email protected] Laura M. Little University of Georgia, A114B Moore-Rooker, Athens, GA 30602 +1 706-542-39770; [email protected] We gratefully acknowledge highly valuable contributions by Maria Lembeck and Stephanie Wegener, who co-authored earlier working paper versions of this paper. We received very helpful feedback from Theresa Cho and the participants of the 2015 EIASM Workshop on Top Management Teams and Business Strategy Research in Antwerp, the 2016 Annual Meeting of the Academy of Management in Anaheim, and the 2016 European Academy of Management Annual Conference in Paris. We also express our appreciation to associate editor Gary A. Ballinger and three anonymous reviewers for their very constructive and thoughtful input and suggestions. 1 A blessing and a curse: How CEOs’ empathy affects their management of organizational crises ABSTRACT How does a Chief Executive Officer’s (CEO’s) level of trait empathy affect his or her management of organizational crises? So far, management scholars have highlighted mostly positive effects of CEOs’ empathy in the emotionally charged context of crises. We combine the emerging critical perspective on empathy with research on upper echelons and crisis management to provide a more balanced portrayal of the influence of CEO empathy on crisis management.
    [Show full text]