The Experts below are selected from a list of 14088 Experts worldwide ranked by ideXlab platform
Michele Williams - One of the best experts on this subject based on the ideXlab platform.
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the role of leader Emotion Management in leader member exchange and follower outcomes
Leadership Quarterly, 2016Co-Authors: Laura M Little, Janaki Gooty, Michele WilliamsAbstract:Abstract In response to growing calls for such research, we develop and test a model of leader behaviors directed at managing followers' negative Emotions. These leader interpersonal Emotion Management strategies (IEMS) are posited to affect followers' organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader–member exchange relationship (LMX). In addition, we posit that some, but not all, leader IEMS promote and strengthen LMX relationships. Results from multisource data in a sample of 163 leader–follower dyads confirmed the majority of the hypothesized direct effects of the leader IEMS and mediating effects of LMX.
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building genuine trust through interpersonal Emotion Management a threat regulation model of trust and collaboration across boundaries
Academy of Management Review, 2007Co-Authors: Michele WilliamsAbstract:I introduce the construct of threat regulation as an agentic interpersonal process for building and maintaining trust. I examine threat regulation as a specific dimension of interpersonal Emotion Management that fosters trust and effective cooperation by allowing individuals to understand and mitigate the harm that their counterparts associate with cooperating—in particular, harm from opportunism, identity damage, and neglect of their interests. To explicate the microprocesses of threat regulation, I draw on social cognitive theory, symbolic interactionism, and the psychology of Emotion regulation.
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building genuine trust through interpersonal Emotion Management a threat regulation model of trust and cooperation across boundaries
Social Science Research Network, 2004Co-Authors: Michele WilliamsAbstract:This article explores active influences on trust in an effort to create a broader understanding of interpersonal trust across boundaries. In contrast to more passive models of trust development, we introduce the construct of threat regulation as an agentic interpersonal process for building and maintaining trust. We examine threat regulation as a specific dimension of interpersonal Emotion Management that fosters trust and effective cooperation by allowing individuals to understand and mitigate the harm that their counterparts associate with cooperating - in particular, harm from opportunism, identity damage, and neglect of their interests. To explicate the micro-processes of threat regulation, we draw on social-cognitive theory, symbolic interactionism, and the psychology of Emotion regulation.
Prashant Bordia - One of the best experts on this subject based on the ideXlab platform.
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supervisor support as a double edged sword supervisor Emotion Management accounts for the buffering and reverse buffering effects of supervisor support
International Journal of Stress Management, 2018Co-Authors: Michelle K Tucker, Nerina L Jimmieson, Prashant BordiaAbstract:Support is often proposed as a way in which supervisors can help employees cope with the negative impact of role stressors and other workplace demands (also referred to as the stress-buffering effect). However, there are numerous findings of reverse-buffering effects of support in the stressor–strain relationship. In the present research, the extent to which supervisors’ ability to regulate their own negative Emotions determines if the support they provide has a positive (buffering) or negative (reverse-buffering) effect on the relationship between role overload and employee outcomes was investigated. Three-way interactive relationships among role overload, supervisor support, and supervisor Emotion Management were tested in 2 samples of Australian employees in the prediction of burnout and turnover intentions. Sample 1 consisted of 139 employees from the waste services industry. Sample 2 employees were from an organization in the education and training industry (N = 125). Across both samples, the hypothesized stress-buffering effect of support from supervisors high in Emotion Management was supported. Results also showed that support from supervisors low in Emotion Management exacerbated role overload. These findings help to explain contradictory findings in the literature on the role of supervisor support in shaping employees’ responses to demands encountered in the workplace.
Shirli Kopelman - One of the best experts on this subject based on the ideXlab platform.
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the mindful negotiator strategic Emotion Management and wellbeing
Social Science Research Network, 2011Co-Authors: Shirli Kopelman, Orli Aviyonah, Akshaya VargheseAbstract:This paper adopts a positive organizational scholarship lens to examine negotiation theory. Whether focusing on cognitive or social processes, the basic assumptions of most negotiation research are drawn from social exchange theory (Blau, 1964; Emerson, 1976; Homans, 1958; Thibaut & Kelley, 1959), which conceptualizes relationships as economic transactions of material or non-material goods. Building on humanistic psychology (Rogers, 1959, 1961), we suggest that engaging in mindful and strategic Emotion Management through a process of self-narration (Kopelman, Chen, & Shoshana, 2009) enables negotiators to develop positive regard for the self and others. Our framework suggests that negotiating mindfully will improve instrumental outcomes and wellbeing.
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1chapter 2 renarrating positive relational identities in organizations self narration as a mechanism for strategic Emotion Management in interpersonal interactions
Social Science Research Network, 2009Co-Authors: Shirli Kopelman, Lydia L Chen, Joseph ShoshanaAbstract:This paper explores the impact of Emotions on identity. In organizational settings, displays of negative (e.g., anger or sadness) and positive (e.g., happiness or joy) Emotions, whether authentic or feigned, can be counterproductive to negotiated task and relational outcomes (e.g., Allred, Mallozzi, Matsui, & Raia, 1997; Cote, 2005; Hochschild, 1983; Pillutla & Murnighan, 1996). Strategic response to counterproductive Emotional displays will impact the responder’s experienced Emotions and subsequent behavior (Kopelman, Gewurz, & Sacharin, 2008). We suggest that Emotion Management-strategic response and display of Emotions-will not only lead to improved interdependent outcomes (Frank, 1988; Barry, 1999; Kopelman, Rosette, & Thompson, 2006; Kopelman, Gewurz, & Sacharin, 2008), but will also influence the social construction and re-construction of interpersonal relational identities. Adopting a framework that conceptualizes identity as narrative (Gergen, 1991; McAdams, 1985; Omer & Strenger, 1992; Spence, 1982), a relational identity (Sluss & Ashforth, 2007) is a negotiated shared narrative that emerges from both parties’ self-narration of the social interaction (see Figure 1). When relational threats such as counterproductive display of positive or negative Emotions are strategically managed, people in interdependent role-relationships can co-create, renarrate, and maintain positive relational identities.
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strategic display and response to Emotions developing evidence based negotiation expertise in Emotion Management neem
Negotiation and Conflict Management Research, 2008Co-Authors: Georges Potworowski, Shirli KopelmanAbstract:This article conceptualizes Emotion Management as a form of negotiation expertise, and integrates the nascent empirical literature on Emotion in negotiation with concepts from the learning sciences literature to suggest how negotiation expertise in Emotion Management (NEEM) can be taught. We argue that NEEM differs from Emotional intelligence in fundamental ways, and that it consists of sensitivity to strategically relevant Emotional cues, ability to strategically display and respond to Emotions in negotiations, and the inclination to manage Emotions for superior objective and subjective negotiation performance. We propose a method of developing NEEM in the classroom and identify directions for future research.
Georges Potworowski - One of the best experts on this subject based on the ideXlab platform.
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strategic display and response to Emotions developing evidence based negotiation expertise in Emotion Management neem
Negotiation and Conflict Management Research, 2008Co-Authors: Georges Potworowski, Shirli KopelmanAbstract:This article conceptualizes Emotion Management as a form of negotiation expertise, and integrates the nascent empirical literature on Emotion in negotiation with concepts from the learning sciences literature to suggest how negotiation expertise in Emotion Management (NEEM) can be taught. We argue that NEEM differs from Emotional intelligence in fundamental ways, and that it consists of sensitivity to strategically relevant Emotional cues, ability to strategically display and respond to Emotions in negotiations, and the inclination to manage Emotions for superior objective and subjective negotiation performance. We propose a method of developing NEEM in the classroom and identify directions for future research.
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developing evidence based expertise in Emotion Management strategically displaying and responding to Emotions in negotiations
Social Science Research Network, 2007Co-Authors: Georges PotworowskiAbstract:Adopting a theoretical model of expertise, this paper integrates the nascent literature on Emotion in negotiation with the learning sciences literature to suggest how Emotion Management expertise can be developed. Emotion Management expertise requires a negotiator to develop heightened sensitivities to Emotional cues and the ability, not only to accurately identify the relevance of Emotional dynamics to the negotiation, but also the ability to strategically display one's own Emotions and respond to Emotions displayed by others. The paper delineates approaches for developing such expertise in the classroom, and identifies directions for future empirical research on Emotions in negotiations.
Michelle K Tucker - One of the best experts on this subject based on the ideXlab platform.
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supervisor support as a double edged sword supervisor Emotion Management accounts for the buffering and reverse buffering effects of supervisor support
International Journal of Stress Management, 2018Co-Authors: Michelle K Tucker, Nerina L Jimmieson, Prashant BordiaAbstract:Support is often proposed as a way in which supervisors can help employees cope with the negative impact of role stressors and other workplace demands (also referred to as the stress-buffering effect). However, there are numerous findings of reverse-buffering effects of support in the stressor–strain relationship. In the present research, the extent to which supervisors’ ability to regulate their own negative Emotions determines if the support they provide has a positive (buffering) or negative (reverse-buffering) effect on the relationship between role overload and employee outcomes was investigated. Three-way interactive relationships among role overload, supervisor support, and supervisor Emotion Management were tested in 2 samples of Australian employees in the prediction of burnout and turnover intentions. Sample 1 consisted of 139 employees from the waste services industry. Sample 2 employees were from an organization in the education and training industry (N = 125). Across both samples, the hypothesized stress-buffering effect of support from supervisors high in Emotion Management was supported. Results also showed that support from supervisors low in Emotion Management exacerbated role overload. These findings help to explain contradictory findings in the literature on the role of supervisor support in shaping employees’ responses to demands encountered in the workplace.