Index
Emotions During Times of Disruption
ISBN: 978-1-80382-838-1, eISBN: 978-1-80382-837-4
ISSN: 1746-9791
Publication date: 20 January 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Troth, A.C., Ashkanasy, N.M. and Humphrey, R.H. (Ed.) Emotions During Times of Disruption (Research on Emotion in Organizations, Vol. 18), Emerald Publishing Limited, Leeds, pp. 297-303. https://doi.org/10.1108/S1746-979120220000018016
Publisher
:Emerald Publishing Limited
Copyright © 2023 by Emerald Publishing Limited
INDEX
Abusive supervision, 218
Activation, 144–146, 149, 151
affect and task-attentional pull, 149–151
current study, 151–152
implications for theory and practice, 158–161
limitations and future research, 161–163
multiple-goal pursuit, 146
participants, 152–153
previous research on affect and multiple goals, 147–148
procedure and materials, 153–154
resource allocation among multiple goals, 146–147
results, 154–157
Additive model, 174
Affect, 145, 170, 173–174
affect-related concepts, 2–3
asymmetry, 174–175
conceptual framework, 172–174
measures, 181–182
previous research on, 147–148
results, 183–185
sample and procedure, 181
and task-attentional pull, 149–151
team process norms, affect infusion, and decision-effectiveness, 178–181
theory, 175–178
Affect infusion model (AIM), 6–7, 170, 176, 178
Affective commitment, 219
Affective Events Theory (AET), 6, 130, 285
Affective organizational commitment (AOC), 7–8, 218–220, 223
Affective value, 144–145
Affectivity, 96–97
Aggressive put-downs, 218
Amazon Mechanical Turk (MTurk), 152–153, 222
Ambivalence, 41
Analytic approach, 246–247
Anger, 100, 265–266
in leadership, 268
Antecedent-focused strategies, 251–252
Appraisal theory, 6
Asymmetrical outcomes, 263–264
Asymmetry, 171
Attitudinal ambivalence, 42–43
Authentic self, 64–65
Availability, 79
Average variance extracted (AVE), 203
Avoidance motivation, 101
Banks, 201
Behavioral dimension of ambivalence, 43
Benefits, 292–293
Bifurcation in emotional studies, 40–41
Buffer-type resources, 19
Bullying, 218
California-based nonprofit organization, 16–17
Caring, 99
Change. See also Organizational change, 2, 40, 48
Charismatic communication, 293
Climate of authenticity, 18–20
Close colleagues, 75
relationships, 80–84
Co-workers, 74
relationships, 18
Coding, 47
approach, 246–247
Cognitive dimension of ambivalence, 43
Cognitive reappraisal (CR), 132
Cognitive resource theory, 6–7, 175
Colleague relationships, 74–75
Common method variance (CMV), 155, 231
Comparative fit index (CFI), 104
Compassion, 99
Composite reliability (CR), 203
Compromise, 52
Confirmatory factor analysis (CFA), 155
Conflicting emotions, 40–41
Connectedness, 99
Conscientiousness, 292
Conscious selves, 62
Continuance commitment, 219
Control variable analysis, 204
Coping strategies for emotional ambivalence, 51–52
Coronavirus (COVID-19), 240, 246–247, 284
disruption, 3
pandemic, 2, 6, 16, 144
Cronbach’s Alpha, 203
Cumulative interruptions, 124
Data, 245–246
analysis approach, 47–48
Day reconstruction method, 246
Decision-effectiveness, 178–181
Decision-making teams, 170
Deep acting, 94, 98
Descriptive statistics, 203, 225
and correlations among study variables, 225
Diary studies, 22
Discrete emotions, 5–6, 124
Discrete Emotions Emotional Labor Scale (DEELS), 23–24
Discriminant validity, 203
Disengagement, 51
Disengagement-engagement, 44
Dispersive approach, 171, 174
Dispositional affect, 100–101
Dispositional affective traits, 103
Disruptions, 2–3, 63, 122
emotions and performance-related outcomes during, 5–7
learnings and solutions about emotions during, 9
supervisors and leaders in disruption, 7–8
Distractions, 127
Disturbance, 126–128
Dreaded emotions. See also Emotions
anger in leadership, 268
emotions and leadership, 262–263
fear, perceived loss of control, and risk-aversive behavior, 265–266
fear in leadership, 265
fear vs. anger in risk perception, 269–271
sadness in leadership, 272–273
target of leader anger expression, 269
target of leader fear expression, 266–268
target of leader sadness expression, 273–274
utility and functionality of emotions, 263–265
Dualistic approach, 40–41
Dynamic mixed-methods approach, 16–17
Effective customer-driven service delivery, 196
Effective decision-making, 264
Effortful emotional labor, 30–31
Emergency rooms (ER), 101–102
Emotion(al) regulation, 6, 18, 129, 133–134, 241–243, 256
process model of, 243
strategies, 95
at work, 131–132
Emotional ambivalence, 41, 48
during organizational change, 45
in organizations, 43–45
Emotional complexity, 41
Emotional dimension of ambivalence, 43
Emotional display rules, 94, 97, 102
Emotional expectations, 24–27
Emotional experiences, 27–29
Emotional intelligence (EI), 7, 196, 198–200, 218, 221–222, 224, 289
Emotional labor (EL), 16, 94–96
climate, motivation, and work–life boundaries, 32–34
diary and semistructured interview data, 23–24
methodology, 22–24
organization-wide panel data, 23
origins, 17–18
research design and data, 22–24
results, 24–29
socializing emotional labor in organizations, 17–22
strategies, 102–103
Emotional management, 99
Emotional performance, 103
Emotional self-awareness, 255
Emotions, 2–3, 39–40, 94, 100, 131, 196, 264
coaching in, 255
critical role of leader emotional competencies and responses during disruption, 292–294
disruption, 287–290
in disruptive contexts, 4–5
importance of working relationships for, 290–292
and leadership, 262–263
learnings and solutions about emotions during disruption, 9
during organizational change, 241–243
performance, 18
and performance-related outcomes during disruption, 5–7
salience and complexity of, 285–287
Employees’ positive emotions, 4
Engagement, 63, 76, 80
Escape mechanism, 53–54
Exploratory factor analysis (EFA), 105–106
Expressive suppression (ES), 132
External interruptions, 126
Eye-witness memory, 269
Fear, 264–266
in leadership, 265
Full-time employees (FT employees), 4, 16–17, 21–22, 285
Gaslighter, 7–8
Gaslighting, 7–8, 218–219
AOC, 219–220, 223
descriptive statistics, 225
EI, 221–222, 224
gaslighting scenarios, 222–223
implications for research and practice, 230–231
limitations and directions for future research, 231–232
LMX quality, 220–221
manipulation check, 224–225
materials, 222–223
measures, 223–224
mediation tests, 225–226
method, 222–225
moderated mediation tests, 226
participants, 222
perceptions of LMX, 223–224
procedure, 224
results, 225–226
statistical analysis, 224–225
in workplace, 219
Gender inequality, 16
Gendered emotional labor, 20
Generating positive emotion, 249
Geneva Emotional Competence Test, 232
Genuine emotional expression, 31–32
Global Financial Crisis, 62–63
Goals, 146
goal-based affective value, 144–145
Great renegotiation, 2
Great resignation, 2
Gross’ model, 243
Happiness, 269–270
Hierarchical Linear Modeling (HLM), 155
Holding environments, 66–68
Hospital environment, 95
Individualized socialization, 21
Inflexibility-flexibility, 44
Institutional theory, 3
Institutionalized socialization, 21
Intensive care units (ICUs), 101–102
Internal interruptions, 126
Interpersonal cooperation, 267
Interpersonal interactions, 269
Interruptions, 122, 124
emotion regulation, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes, 133–134
Intervention, 126–127
Interviews, 246
Intraclass correlation coefficient (ICC), 104
Job demands-resources theory (JD-R theory), 63
Job-based emotional requirements, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Abusive supervision
, 218
Activation
, 144–146, 149, 151
affect and task-attentional pull
, 149–151
current study
, 151–152
implications for theory and practice
, 158–161
limitations and future research
, 161–163
multiple-goal pursuit
, 146
participants
, 152–153
previous research on affect and multiple goals
, 147–148
procedure and materials
, 153–154
resource allocation among multiple goals
, 146–147
results
, 154–157
Additive model
, 174
Affect
, 145, 170, 173–174
affect-related concepts
, 2–3
asymmetry
, 174–175
conceptual framework
, 172–174
measures
, 181–182
previous research on
, 147–148
results
, 183–185
sample and procedure
, 181
and task-attentional pull
, 149–151
team process norms, affect infusion, and decision-effectiveness
, 178–181
theory
, 175–178
Affect infusion model (AIM)
, 6–7, 170, 176, 178
Affective commitment
, 219
Affective Events Theory (AET)
, 6, 130, 285
Affective organizational commitment (AOC)
, 7–8, 218–220, 223
Affective value
, 144–145
Affectivity
, 96–97
Aggressive put-downs
, 218
Amazon Mechanical Turk (MTurk)
, 152–153, 222
Ambivalence
, 41
Analytic approach
, 246–247
Anger
, 100, 265–266
in leadership
, 268
Antecedent-focused strategies
, 251–252
Appraisal theory
, 6
Asymmetrical outcomes
, 263–264
Asymmetry
, 171
Attitudinal ambivalence
, 42–43
Authentic self
, 64–65
Availability
, 79
Average variance extracted (AVE)
, 203
Avoidance motivation
, 101
Banks
, 201
Behavioral dimension of ambivalence
, 43
Benefits
, 292–293
Bifurcation in emotional studies
, 40–41
Buffer-type resources
, 19
Bullying
, 218
California-based nonprofit organization, 16–17
Caring, 99
Change. See also Organizational change, 2, 40, 48
Charismatic communication, 293
Climate of authenticity, 18–20
Close colleagues, 75
relationships, 80–84
Co-workers, 74
relationships, 18
Coding, 47
approach, 246–247
Cognitive dimension of ambivalence, 43
Cognitive reappraisal (CR), 132
Cognitive resource theory, 6–7, 175
Colleague relationships, 74–75
Common method variance (CMV), 155, 231
Comparative fit index (CFI), 104
Compassion, 99
Composite reliability (CR), 203
Compromise, 52
Confirmatory factor analysis (CFA), 155
Conflicting emotions, 40–41
Connectedness, 99
Conscientiousness, 292
Conscious selves, 62
Continuance commitment, 219
Control variable analysis, 204
Coping strategies for emotional ambivalence, 51–52
Coronavirus (COVID-19), 240, 246–247, 284
disruption, 3
pandemic, 2, 6, 16, 144
Cronbach’s Alpha, 203
Cumulative interruptions, 124
Data, 245–246
analysis approach, 47–48
Day reconstruction method, 246
Decision-effectiveness, 178–181
Decision-making teams, 170
Deep acting, 94, 98
Descriptive statistics, 203, 225
and correlations among study variables, 225
Diary studies, 22
Discrete emotions, 5–6, 124
Discrete Emotions Emotional Labor Scale (DEELS), 23–24
Discriminant validity, 203
Disengagement, 51
Disengagement-engagement, 44
Dispersive approach, 171, 174
Dispositional affect, 100–101
Dispositional affective traits, 103
Disruptions, 2–3, 63, 122
emotions and performance-related outcomes during, 5–7
learnings and solutions about emotions during, 9
supervisors and leaders in disruption, 7–8
Distractions, 127
Disturbance, 126–128
Dreaded emotions. See also Emotions
anger in leadership, 268
emotions and leadership, 262–263
fear, perceived loss of control, and risk-aversive behavior, 265–266
fear in leadership, 265
fear vs. anger in risk perception, 269–271
sadness in leadership, 272–273
target of leader anger expression, 269
target of leader fear expression, 266–268
target of leader sadness expression, 273–274
utility and functionality of emotions, 263–265
Dualistic approach, 40–41
Dynamic mixed-methods approach, 16–17
Effective customer-driven service delivery, 196
Effective decision-making, 264
Effortful emotional labor, 30–31
Emergency rooms (ER), 101–102
Emotion(al) regulation, 6, 18, 129, 133–134, 241–243, 256
process model of, 243
strategies, 95
at work, 131–132
Emotional ambivalence, 41, 48
during organizational change, 45
in organizations, 43–45
Emotional complexity, 41
Emotional dimension of ambivalence, 43
Emotional display rules, 94, 97, 102
Emotional expectations, 24–27
Emotional experiences, 27–29
Emotional intelligence (EI), 7, 196, 198–200, 218, 221–222, 224, 289
Emotional labor (EL), 16, 94–96
climate, motivation, and work–life boundaries, 32–34
diary and semistructured interview data, 23–24
methodology, 22–24
organization-wide panel data, 23
origins, 17–18
research design and data, 22–24
results, 24–29
socializing emotional labor in organizations, 17–22
strategies, 102–103
Emotional management, 99
Emotional performance, 103
Emotional self-awareness, 255
Emotions, 2–3, 39–40, 94, 100, 131, 196, 264
coaching in, 255
critical role of leader emotional competencies and responses during disruption, 292–294
disruption, 287–290
in disruptive contexts, 4–5
importance of working relationships for, 290–292
and leadership, 262–263
learnings and solutions about emotions during disruption, 9
during organizational change, 241–243
performance, 18
and performance-related outcomes during disruption, 5–7
salience and complexity of, 285–287
Employees’ positive emotions, 4
Engagement, 63, 76, 80
Escape mechanism, 53–54
Exploratory factor analysis (EFA), 105–106
Expressive suppression (ES), 132
External interruptions, 126
Eye-witness memory, 269
Fear, 264–266
in leadership, 265
Full-time employees (FT employees), 4, 16–17, 21–22, 285
Gaslighter, 7–8
Gaslighting, 7–8, 218–219
AOC, 219–220, 223
descriptive statistics, 225
EI, 221–222, 224
gaslighting scenarios, 222–223
implications for research and practice, 230–231
limitations and directions for future research, 231–232
LMX quality, 220–221
manipulation check, 224–225
materials, 222–223
measures, 223–224
mediation tests, 225–226
method, 222–225
moderated mediation tests, 226
participants, 222
perceptions of LMX, 223–224
procedure, 224
results, 225–226
statistical analysis, 224–225
in workplace, 219
Gender inequality, 16
Gendered emotional labor, 20
Generating positive emotion, 249
Geneva Emotional Competence Test, 232
Genuine emotional expression, 31–32
Global Financial Crisis, 62–63
Goals, 146
goal-based affective value, 144–145
Great renegotiation, 2
Great resignation, 2
Gross’ model, 243
Happiness, 269–270
Hierarchical Linear Modeling (HLM), 155
Holding environments, 66–68
Hospital environment, 95
Individualized socialization, 21
Inflexibility-flexibility, 44
Institutional theory, 3
Institutionalized socialization, 21
Intensive care units (ICUs), 101–102
Internal interruptions, 126
Interpersonal cooperation, 267
Interpersonal interactions, 269
Interruptions, 122, 124
emotion regulation, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes, 133–134
Intervention, 126–127
Interviews, 246
Intraclass correlation coefficient (ICC), 104
Job demands-resources theory (JD-R theory), 63
Job-based emotional requirements, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
California-based nonprofit organization
, 16–17
Caring
, 99
Change. See also Organizational change
, 2, 40, 48
Charismatic communication
, 293
Climate of authenticity
, 18–20
Close colleagues
, 75
relationships
, 80–84
Co-workers
, 74
relationships
, 18
Coding
, 47
approach
, 246–247
Cognitive dimension of ambivalence
, 43
Cognitive reappraisal (CR)
, 132
Cognitive resource theory
, 6–7, 175
Colleague relationships
, 74–75
Common method variance (CMV)
, 155, 231
Comparative fit index (CFI)
, 104
Compassion
, 99
Composite reliability (CR)
, 203
Compromise
, 52
Confirmatory factor analysis (CFA)
, 155
Conflicting emotions
, 40–41
Connectedness
, 99
Conscientiousness
, 292
Conscious selves
, 62
Continuance commitment
, 219
Control variable analysis
, 204
Coping strategies for emotional ambivalence
, 51–52
Coronavirus (COVID-19)
, 240, 246–247, 284
disruption
, 3
pandemic
, 2, 6, 16, 144
Cronbach’s Alpha
, 203
Cumulative interruptions
, 124
Data
, 245–246
analysis approach
, 47–48
Day reconstruction method
, 246
Decision-effectiveness
, 178–181
Decision-making teams
, 170
Deep acting
, 94, 98
Descriptive statistics
, 203, 225
and correlations among study variables
, 225
Diary studies
, 22
Discrete emotions
, 5–6, 124
Discrete Emotions Emotional Labor Scale (DEELS)
, 23–24
Discriminant validity
, 203
Disengagement
, 51
Disengagement-engagement
, 44
Dispersive approach
, 171, 174
Dispositional affect
, 100–101
Dispositional affective traits
, 103
Disruptions
, 2–3, 63, 122
emotions and performance-related outcomes during
, 5–7
learnings and solutions about emotions during
, 9
supervisors and leaders in disruption
, 7–8
Distractions
, 127
Disturbance
, 126–128
Dreaded emotions. See also Emotions
anger in leadership
, 268
emotions and leadership
, 262–263
fear, perceived loss of control, and risk-aversive behavior
, 265–266
fear in leadership
, 265
fear vs. anger in risk perception
, 269–271
sadness in leadership
, 272–273
target of leader anger expression
, 269
target of leader fear expression
, 266–268
target of leader sadness expression
, 273–274
utility and functionality of emotions
, 263–265
Dualistic approach
, 40–41
Dynamic mixed-methods approach
, 16–17
Effective customer-driven service delivery, 196
Effective decision-making, 264
Effortful emotional labor, 30–31
Emergency rooms (ER), 101–102
Emotion(al) regulation, 6, 18, 129, 133–134, 241–243, 256
process model of, 243
strategies, 95
at work, 131–132
Emotional ambivalence, 41, 48
during organizational change, 45
in organizations, 43–45
Emotional complexity, 41
Emotional dimension of ambivalence, 43
Emotional display rules, 94, 97, 102
Emotional expectations, 24–27
Emotional experiences, 27–29
Emotional intelligence (EI), 7, 196, 198–200, 218, 221–222, 224, 289
Emotional labor (EL), 16, 94–96
climate, motivation, and work–life boundaries, 32–34
diary and semistructured interview data, 23–24
methodology, 22–24
organization-wide panel data, 23
origins, 17–18
research design and data, 22–24
results, 24–29
socializing emotional labor in organizations, 17–22
strategies, 102–103
Emotional management, 99
Emotional performance, 103
Emotional self-awareness, 255
Emotions, 2–3, 39–40, 94, 100, 131, 196, 264
coaching in, 255
critical role of leader emotional competencies and responses during disruption, 292–294
disruption, 287–290
in disruptive contexts, 4–5
importance of working relationships for, 290–292
and leadership, 262–263
learnings and solutions about emotions during disruption, 9
during organizational change, 241–243
performance, 18
and performance-related outcomes during disruption, 5–7
salience and complexity of, 285–287
Employees’ positive emotions, 4
Engagement, 63, 76, 80
Escape mechanism, 53–54
Exploratory factor analysis (EFA), 105–106
Expressive suppression (ES), 132
External interruptions, 126
Eye-witness memory, 269
Fear, 264–266
in leadership, 265
Full-time employees (FT employees), 4, 16–17, 21–22, 285
Gaslighter, 7–8
Gaslighting, 7–8, 218–219
AOC, 219–220, 223
descriptive statistics, 225
EI, 221–222, 224
gaslighting scenarios, 222–223
implications for research and practice, 230–231
limitations and directions for future research, 231–232
LMX quality, 220–221
manipulation check, 224–225
materials, 222–223
measures, 223–224
mediation tests, 225–226
method, 222–225
moderated mediation tests, 226
participants, 222
perceptions of LMX, 223–224
procedure, 224
results, 225–226
statistical analysis, 224–225
in workplace, 219
Gender inequality, 16
Gendered emotional labor, 20
Generating positive emotion, 249
Geneva Emotional Competence Test, 232
Genuine emotional expression, 31–32
Global Financial Crisis, 62–63
Goals, 146
goal-based affective value, 144–145
Great renegotiation, 2
Great resignation, 2
Gross’ model, 243
Happiness, 269–270
Hierarchical Linear Modeling (HLM), 155
Holding environments, 66–68
Hospital environment, 95
Individualized socialization, 21
Inflexibility-flexibility, 44
Institutional theory, 3
Institutionalized socialization, 21
Intensive care units (ICUs), 101–102
Internal interruptions, 126
Interpersonal cooperation, 267
Interpersonal interactions, 269
Interruptions, 122, 124
emotion regulation, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes, 133–134
Intervention, 126–127
Interviews, 246
Intraclass correlation coefficient (ICC), 104
Job demands-resources theory (JD-R theory), 63
Job-based emotional requirements, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Effective customer-driven service delivery
, 196
Effective decision-making
, 264
Effortful emotional labor
, 30–31
Emergency rooms (ER)
, 101–102
Emotion(al) regulation
, 6, 18, 129, 133–134, 241–243, 256
process model of
, 243
strategies
, 95
at work
, 131–132
Emotional ambivalence
, 41, 48
during organizational change
, 45
in organizations
, 43–45
Emotional complexity
, 41
Emotional dimension of ambivalence
, 43
Emotional display rules
, 94, 97, 102
Emotional expectations
, 24–27
Emotional experiences
, 27–29
Emotional intelligence (EI)
, 7, 196, 198–200, 218, 221–222, 224, 289
Emotional labor (EL)
, 16, 94–96
climate, motivation, and work–life boundaries
, 32–34
diary and semistructured interview data
, 23–24
methodology
, 22–24
organization-wide panel data
, 23
origins
, 17–18
research design and data
, 22–24
results
, 24–29
socializing emotional labor in organizations
, 17–22
strategies
, 102–103
Emotional management
, 99
Emotional performance
, 103
Emotional self-awareness
, 255
Emotions
, 2–3, 39–40, 94, 100, 131, 196, 264
coaching in
, 255
critical role of leader emotional competencies and responses during disruption
, 292–294
disruption
, 287–290
in disruptive contexts
, 4–5
importance of working relationships for
, 290–292
and leadership
, 262–263
learnings and solutions about emotions during disruption
, 9
during organizational change
, 241–243
performance
, 18
and performance-related outcomes during disruption
, 5–7
salience and complexity of
, 285–287
Employees’ positive emotions
, 4
Engagement
, 63, 76, 80
Escape mechanism
, 53–54
Exploratory factor analysis (EFA)
, 105–106
Expressive suppression (ES)
, 132
External interruptions
, 126
Eye-witness memory
, 269
Fear
, 264–266
in leadership
, 265
Full-time employees (FT employees)
, 4, 16–17, 21–22, 285
Gaslighter, 7–8
Gaslighting, 7–8, 218–219
AOC, 219–220, 223
descriptive statistics, 225
EI, 221–222, 224
gaslighting scenarios, 222–223
implications for research and practice, 230–231
limitations and directions for future research, 231–232
LMX quality, 220–221
manipulation check, 224–225
materials, 222–223
measures, 223–224
mediation tests, 225–226
method, 222–225
moderated mediation tests, 226
participants, 222
perceptions of LMX, 223–224
procedure, 224
results, 225–226
statistical analysis, 224–225
in workplace, 219
Gender inequality, 16
Gendered emotional labor, 20
Generating positive emotion, 249
Geneva Emotional Competence Test, 232
Genuine emotional expression, 31–32
Global Financial Crisis, 62–63
Goals, 146
goal-based affective value, 144–145
Great renegotiation, 2
Great resignation, 2
Gross’ model, 243
Happiness, 269–270
Hierarchical Linear Modeling (HLM), 155
Holding environments, 66–68
Hospital environment, 95
Individualized socialization, 21
Inflexibility-flexibility, 44
Institutional theory, 3
Institutionalized socialization, 21
Intensive care units (ICUs), 101–102
Internal interruptions, 126
Interpersonal cooperation, 267
Interpersonal interactions, 269
Interruptions, 122, 124
emotion regulation, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes, 133–134
Intervention, 126–127
Interviews, 246
Intraclass correlation coefficient (ICC), 104
Job demands-resources theory (JD-R theory), 63
Job-based emotional requirements, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Gaslighter
, 7–8
Gaslighting
, 7–8, 218–219
AOC
, 219–220, 223
descriptive statistics
, 225
EI
, 221–222, 224
gaslighting scenarios
, 222–223
implications for research and practice
, 230–231
limitations and directions for future research
, 231–232
LMX quality
, 220–221
manipulation check
, 224–225
materials
, 222–223
measures
, 223–224
mediation tests
, 225–226
method
, 222–225
moderated mediation tests
, 226
participants
, 222
perceptions of LMX
, 223–224
procedure
, 224
results
, 225–226
statistical analysis
, 224–225
in workplace
, 219
Gender inequality
, 16
Gendered emotional labor
, 20
Generating positive emotion
, 249
Geneva Emotional Competence Test
, 232
Genuine emotional expression
, 31–32
Global Financial Crisis
, 62–63
Goals
, 146
goal-based affective value
, 144–145
Great renegotiation
, 2
Great resignation
, 2
Gross’ model
, 243
Happiness
, 269–270
Hierarchical Linear Modeling (HLM)
, 155
Holding environments
, 66–68
Hospital environment
, 95
Individualized socialization, 21
Inflexibility-flexibility, 44
Institutional theory, 3
Institutionalized socialization, 21
Intensive care units (ICUs), 101–102
Internal interruptions, 126
Interpersonal cooperation, 267
Interpersonal interactions, 269
Interruptions, 122, 124
emotion regulation, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes, 133–134
Intervention, 126–127
Interviews, 246
Intraclass correlation coefficient (ICC), 104
Job demands-resources theory (JD-R theory), 63
Job-based emotional requirements, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Individualized socialization
, 21
Inflexibility-flexibility
, 44
Institutional theory
, 3
Institutionalized socialization
, 21
Intensive care units (ICUs)
, 101–102
Internal interruptions
, 126
Interpersonal cooperation
, 267
Interpersonal interactions
, 269
Interruptions
, 122, 124
emotion regulation
, 129–134
work-enhancing interruptions, emotion regulation, and individual outcomes
, 132–133
work-hindering interruptions, emotion regulation, and individual outcomes
, 133–134
Intervention
, 126–127
Interviews
, 246
Intraclass correlation coefficient (ICC)
, 104
Job demands-resources theory (JD-R theory)
, 63
Job-based emotional requirements
, 18
Laboratory experimental study, 269
Leader-Member Exchange (LMX), 7–8
LMX-7 scale, 223–224
perceptions of, 223–224
quality, 220–221
relationship, 7–8, 218
Leaders, 240, 250–251, 255–256, 262, 292–293
in disruption, 7–8
emotional competencies and responses during disruption, 292–294
emotions, 242
leader-follower relationships, 267
management of emotion during organizational change, 242–243
Leadership, 240, 262
emotions and, 262–263
fear in, 265
Learnings, 284
Line-by-line coding, 47
Longitudinal diary-design study, 152
Managers, 196
Meaningfulness, 67, 76, 78
Mediation tests, 225–226
relative process analysis, 227
Memo-writing, 47
Mind-wandering, 126, 129
Mini-commutes, 2
Mixed emotions, 41
Mixed-methods research project, 22
Model fit assessment, 203
Moderated mediation tests, 226
path coefficients with LMX and AOC as outcome variables, 226
relative conditional direct effects, 228
relative path coefficients with LMX and AOC as outcome variables, 227
Moods, 241–242
Motivation, 269
Mplus, 155
MSCEIT, 232
Multilevel modeling (MLM), 155
Multilevel theoretical model, 97
data analysis, 104
hypotheses development, 98–102
implications for practice, 111
implications for theory and research, 110–111
instruments, 102–103
limitations and future directions, 111–112
participants, 102
procedure, 103–104
results, 105–108
theoretical framework, 96–98
Multiple goals, 144–145
previous research on affect and, 147–148
pursuit, 146
resource allocation among, 146–147
Multiple-goal pursuit model (MGPM), 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Laboratory experimental study
, 269
Leader-Member Exchange (LMX)
, 7–8
LMX-7 scale
, 223–224
perceptions of
, 223–224
quality
, 220–221
relationship
, 7–8, 218
Leaders
, 240, 250–251, 255–256, 262, 292–293
in disruption
, 7–8
emotional competencies and responses during disruption
, 292–294
emotions
, 242
leader-follower relationships
, 267
management of emotion during organizational change
, 242–243
Leadership
, 240, 262
emotions and
, 262–263
fear in
, 265
Learnings
, 284
Line-by-line coding
, 47
Longitudinal diary-design study
, 152
Managers
, 196
Meaningfulness
, 67, 76, 78
Mediation tests
, 225–226
relative process analysis
, 227
Memo-writing
, 47
Mind-wandering
, 126, 129
Mini-commutes
, 2
Mixed emotions
, 41
Mixed-methods research project
, 22
Model fit assessment
, 203
Moderated mediation tests
, 226
path coefficients with LMX and AOC as outcome variables
, 226
relative conditional direct effects
, 228
relative path coefficients with LMX and AOC as outcome variables
, 227
Moods
, 241–242
Motivation
, 269
Mplus
, 155
MSCEIT
, 232
Multilevel modeling (MLM)
, 155
Multilevel theoretical model
, 97
data analysis
, 104
hypotheses development
, 98–102
implications for practice
, 111
implications for theory and research
, 110–111
instruments
, 102–103
limitations and future directions
, 111–112
participants
, 102
procedure
, 103–104
results
, 105–108
theoretical framework
, 96–98
Multiple goals
, 144–145
previous research on affect and
, 147–148
pursuit
, 146
resource allocation among
, 146–147
Multiple-goal pursuit model (MGPM)
, 147
Negative affect (NA), 170
asymmetry and team decision performance, 178
Negative emotions, 4, 40, 248
Networks of friendships, 69
Neuroticism, 292
New Public Management (NPM), 42
attitudinal ambivalence and organizational change, 42–43
data collection, 46–47
emotional ambivalence during organizational change, 45
emotional ambivalence in organizations, 43–45
limitations and future directions, 55
method, 45–48
research design, 45–46
results, 48–52
Nonprofit management, 16–17
Normative commitment, 219
Normed fit index (NFI), 203
Occupational norms, 21
Oncology units, 101
Organizational caregiving, 67
Organizational change, 8, 39–40, 42–43, 240–241
antecedent-focused strategies, 251–252
attitudinal ambivalence and, 42–43
coaching in emotions, 255
coding and analytic approach, 246–247
common organizational change events, 247
emotion and workplace during organizational change, 241–242
emotional ambivalence during, 45
emotions experienced in, 247–248
leaders’ management of emotion during organizational change, 242–243
limitations and implications for future practice, 256–257
managing emotions during, 248–250
method, 244–247
monitoring emotional self-awareness, 255
open conversations, 254
outcomes of experience, 253–254
participants, 244
procedure, 245–246
response-focused strategies, 250–251
results, 247–255
seeking social support, 252–253
specific strategies to regulate experienced emotions, 250
study, 243–244
vulnerable, 254–255
Organizational narratives, 47–48
Organizational norms, 21
Organizational performance (OP), 196, 199–200
control variables, 200–201
implications, 205–207
limitations of study and areas for future research, 207–208
literature review and research hypotheses, 197–201
research method, 201–202
results, 203–204
Organizational socialization, 21
Other-centeredness, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Negative affect (NA)
, 170
asymmetry and team decision performance
, 178
Negative emotions
, 4, 40, 248
Networks of friendships
, 69
Neuroticism
, 292
New Public Management (NPM)
, 42
attitudinal ambivalence and organizational change
, 42–43
data collection
, 46–47
emotional ambivalence during organizational change
, 45
emotional ambivalence in organizations
, 43–45
limitations and future directions
, 55
method
, 45–48
research design
, 45–46
results
, 48–52
Nonprofit management
, 16–17
Normative commitment
, 219
Normed fit index (NFI)
, 203
Occupational norms
, 21
Oncology units
, 101
Organizational caregiving
, 67
Organizational change
, 8, 39–40, 42–43, 240–241
antecedent-focused strategies
, 251–252
attitudinal ambivalence and
, 42–43
coaching in emotions
, 255
coding and analytic approach
, 246–247
common organizational change events
, 247
emotion and workplace during organizational change
, 241–242
emotional ambivalence during
, 45
emotions experienced in
, 247–248
leaders’ management of emotion during organizational change
, 242–243
limitations and implications for future practice
, 256–257
managing emotions during
, 248–250
method
, 244–247
monitoring emotional self-awareness
, 255
open conversations
, 254
outcomes of experience
, 253–254
participants
, 244
procedure
, 245–246
response-focused strategies
, 250–251
results
, 247–255
seeking social support
, 252–253
specific strategies to regulate experienced emotions
, 250
study
, 243–244
vulnerable
, 254–255
Organizational narratives
, 47–48
Organizational norms
, 21
Organizational performance (OP)
, 196, 199–200
control variables
, 200–201
implications
, 205–207
limitations of study and areas for future research
, 207–208
literature review and research hypotheses
, 197–201
research method
, 201–202
results
, 203–204
Organizational socialization
, 21
Other-centeredness
, 99
Part-time employees (PT employees), 4, 16–17, 21–22, 285
Partial group membership, 20–22
Performance, 122
Personal engagement, 63–64
and disengagement, 64–66
Person–environment fit (P–E fit), 19
Positive affect (PA), 170
asymmetry and team decision performance, 176–177
Positive emotions, 40, 248
Positive psychology, 65
Positive/negative dualism, 55
Post hoc analyses, 185
Power, and status conferral, 266
PROCESS macro, 224–225
Model 4, 226
Professionalism, 286–287
Psychological safety, 18, 20, 67, 76, 291
Qualitative research method, 243–244
Qualitative study, 243–244, 265
Qualtrics, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Part-time employees (PT employees)
, 4, 16–17, 21–22, 285
Partial group membership
, 20–22
Performance
, 122
Personal engagement
, 63–64
and disengagement
, 64–66
Person–environment fit (P–E fit)
, 19
Positive affect (PA)
, 170
asymmetry and team decision performance
, 176–177
Positive emotions
, 40, 248
Positive psychology
, 65
Positive/negative dualism
, 55
Post hoc analyses
, 185
Power, and status conferral
, 266
PROCESS macro
, 224–225
Model 4
, 226
Professionalism
, 286–287
Psychological safety
, 18, 20, 67, 76, 291
Qualitative research method
, 243–244
Qualitative study
, 243–244, 265
Qualtrics
, 224
Recovery, 126, 128
Regulation strategies, 95
Relational context, 64, 66, 68, 76, 80
Relational disengagement, 53–54
Relational systems, 64
Relationships and friends at work, 68–70
Resource allocation, 145, 154
among multiple goals, 146–147
Response-focused strategies, 250–251
Role theory, 63
Sadness in leadership, 272–273
Self-anger, 268
Self-conscious emotions, 268
Self-regulation, 162
Simulated survival-based team decision-making task, 6–7
Social cognition, 269
Social functions
of anger, 265–266
of fear, 264
of sadness, 268
Social interactions, 253
and relationships, 252
Social support, 252–253
Socialization, 20–22
processes, 17
Socialized emotional expectations, 29–30
Societal norms, 21
Solutions, 9, 284
Special peer relationships, 63–64
Standardized root mean square residual (SRMR), 203
Statistical analysis, 224–225
Strategic management, 289
Strategic management of technology (SMT), 196, 199–200
Structural model assessment, 204
Supervisors in disruption, 7–8
Supervisory gaslighting, 7–8, 221
Suppression strategy, 250
Surface acting, 18, 94, 98, 100
Survival-based team decision-making task, 171
Symmetrical outcomes, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Recovery
, 126, 128
Regulation strategies
, 95
Relational context
, 64, 66, 68, 76, 80
Relational disengagement
, 53–54
Relational systems
, 64
Relationships and friends at work
, 68–70
Resource allocation
, 145, 154
among multiple goals
, 146–147
Response-focused strategies
, 250–251
Role theory
, 63
Sadness in leadership
, 272–273
Self-anger
, 268
Self-conscious emotions
, 268
Self-regulation
, 162
Simulated survival-based team decision-making task
, 6–7
Social cognition
, 269
Social functions
of anger
, 265–266
of fear
, 264
of sadness
, 268
Social interactions
, 253
and relationships
, 252
Social support
, 252–253
Socialization
, 20–22
processes
, 17
Socialized emotional expectations
, 29–30
Societal norms
, 21
Solutions
, 9, 284
Special peer relationships
, 63–64
Standardized root mean square residual (SRMR)
, 203
Statistical analysis
, 224–225
Strategic management
, 289
Strategic management of technology (SMT)
, 196, 199–200
Structural model assessment
, 204
Supervisors in disruption
, 7–8
Supervisory gaslighting
, 7–8, 221
Suppression strategy
, 250
Surface acting
, 18, 94, 98, 100
Survival-based team decision-making task
, 171
Symmetrical outcomes
, 263–264
Task performance, 146–147
Task unrelated thoughts (TUTs), 129, 150
Task-attentional pull, 149–151
Task-relevant affect, 149
Team composition, 173
Team decision-making, 172–173
efficacy, 286
Team process norms, 178–181
Team-based structures, 170
Technology-mediated interruptions, 123
Thematic analysis, 47
Transient perturbations, 2
Two-stage research strategy, 64
Unintentional mind-wandering, 129
Utrecht work engagement scale (UWES), 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Task performance
, 146–147
Task unrelated thoughts (TUTs)
, 129, 150
Task-attentional pull
, 149–151
Task-relevant affect
, 149
Team composition
, 173
Team decision-making
, 172–173
efficacy
, 286
Team process norms
, 178–181
Team-based structures
, 170
Technology-mediated interruptions
, 123
Thematic analysis
, 47
Transient perturbations
, 2
Two-stage research strategy
, 64
Unintentional mind-wandering
, 129
Utrecht work engagement scale (UWES)
, 65
Valence, 149
Violence, 218
Work engagement, 63, 65
outcomes, 65–66
perceived limitation, 66
Work environment, 262
Work interruptions, 122, 124
discrete emotions and, 124
framework for defining, 125–129
future research directions, 134–135
outcomes associated with, 123–124
Work relationships, 51
Work-enhancing interruptions, 132–133
Work-from-home (WFH), 134
Work-hindering, 126
interruptions, 133–134
Workers, 94
Workplace
emotions, 242
friendships, 69
gaslighting in, 219
during organizational change, 241–242
Workplace relationships, 4–5, 62–64
analysis and findings, 73–84
collaborations, 71
literature, 64–70
relational contexts, holding environments, and, 66–68
relationships and friends at work, 68–70
research strategy, 70–71
Valence
, 149
Violence
, 218
Work engagement
, 63, 65
outcomes
, 65–66
perceived limitation
, 66
Work environment
, 262
Work interruptions
, 122, 124
discrete emotions and
, 124
framework for defining
, 125–129
future research directions
, 134–135
outcomes associated with
, 123–124
Work relationships
, 51
Work-enhancing interruptions
, 132–133
Work-from-home (WFH)
, 134
Work-hindering
, 126
interruptions
, 133–134
Workers
, 94
Workplace
emotions
, 242
friendships
, 69
gaslighting in
, 219
during organizational change
, 241–242
Workplace relationships
, 4–5, 62–64
analysis and findings
, 73–84
collaborations
, 71
literature
, 64–70
relational contexts, holding environments, and
, 66–68
relationships and friends at work
, 68–70
research strategy
, 70–71
- Prelims
- Emotions and Disruption
- Part I Emotions in Disruptive Contexts
- Emotional Socialization in Times of Disruption: A Mixed-Methods Case Study of Emotional Labor Among Nonprofit Employees During Covid-19
- Ambivalent Feeling About Organizational Change Under NPM
- Releasing the Pressure Valve: Workplace Relationships and Engagement in a Context of Disruption
- Emotional Labor in Interaction with Patients, Companions, and Coworkers: A Multilevel Approach in a Hospital Context
- Part II Emotions and Performance-Related Outcomes During Disruption
- Workplace Interruptions and Emotional Regulation
- Pulled in Two Directions: How Affect Activation Predicts Resource Allocation Among Multiple Goals
- Team Decision-Making in Crisis: How Affect Asymmetry and Team Process Norms Affect Decision-Making
- Effect of Emotional Intelligence and Strategic Management of Technology on Organizational Performance
- Part III The Role of Supervisors and Leaders in Disruption
- Supervisory Gaslighting and Its Effects on Employee Affective Commitment
- How Leaders Regulate Emotions Experienced During Organization Change Events
- Leading Through Dreaded Emotions: A Review on the Adaptive Roles and Functions of Fear, Anger, and Sadness in Leadership
- Part IV Conclusions
- Learnings and Solutions About Emotions During Disruption
- Index