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