Emotion Helping by Managers: An Emergent Understanding of Discrepant Role Expectations and Outcomes

By Ginka Toegel, Martin Kilduff, N. Anand. 2013

118 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/48fc5688db82e44043dd9dc36f762aa74f04d7f9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Laura M. Little
2. Michele Williams
3. Janaki Gooty
4. J. Ward
5. R. McMurray

In Sociology and Political Science

1. Laura M. Little
2. Janaki Gooty
3. Michele Williams
4. J. Ward
5. R. McMurray
6. Finian Buckley
7. Lisa van der Werff
8. Thomas W. H. Ng

Citations in the corpus

• ‘Why would you want to do that?’: Defining emotional dirty work (2014, background): “…refinement of Hughes’ (1951, 1958, 1962) tripartite classification of dirty work and taint might be usefully informed by a number of significant developments in our understanding of the emotional dimensions of work (see, for example, Toegel et al., 2013; Vincent, 2011; Ward and McMurray, 2011).”
• The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “First, followers have role expectations regarding leader IEM (e.g. Dasborough & Ashkanasy, 2002; Toegel et al., 2013).”