EMOTIONS IN ORGANIZATIONS: A MULTI-LEVEL PERSPECTIVE

By Neal M. Ashkanasy. 2003

322 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4efd4b22c22a190bd003904f1fbc0e3c5d3156e7

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S) (2009, background): “Given that emotion plays a prominent role in the workplace (Ashforth & Humphrey 1995; Ashkanasy 2003) and that possessing emotional intelligence is an advantage in a context often requiring interpersonal communication (Ashkanasy, Hartel & Zerbe 2000; Kelly & Barsade 2001), it is surprising to find…”
Differentiating classroom climate concepts: Academic, management, and emotional environments (2009, background): “any organisational setting where people consistently work or play together as a group for any length of time quickly develops a distinct social climate or feel (ashkanasy 2003).”
Teacher Participation in Online Communities (2009, background): “Scholars agree that emotion involves an interaction of cognitive and noncognitive systems (Ashkanasy, 2003).”
Current Emotion Research in Organizational Behavior (2011, methodology): “Ashkanasy (2003a) identified five levels of analysis in emotions research as applied to organizations: (a) within person, (b) between persons (individual differences), (c) interpersonal interactions, (d) group, and (e) organization-wide (Figure 1).”
Integrating emotions and affect in theories of management (2017, background): “In this regard, Ashkanasy and Daus (2005) brought clarity to this booming field by categorizing the different streams of emotional intelligence research into ability measures, self-reports based on the Mayer-Salovey (1997) model, and mixed competency models of emotional intelligence.”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “Indeed, many theorists have noted the strong component of emotion infused into organizational culture, in which different environments promote particular emotions and discourage others, often at great effort ( Albrow, 1992 ; Ashforth & Humphrey, 1993 ; Ashkanasy, 2003 ; Fineman, 1993 , 1996 ; Hu”
The Importance of Being Emotional : How do Emotions Affect Entrepreneurial Opportunity Evaluation and Exploitation? (2010, background): “In line with this understanding, emotions are defined as an integration of intrinsic and adaptive subsystems resulting from the evolutionary needs of survival (Ashkanasy, 2003).”
From bad to worse (2012, background): “…has repeatedly pointed toward the importance of the impact that exchange partners have on each other in dyadic exchanges, both on an affective and a cognitive level (Ashkanasy, 2003; Elfenbein, 2007); the actions of one exchange partner may often determine the actions of the other exchange partner.”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “In reality, however, leaders lead groups of followers, not just individuals (Ashkanasy, 2003;Hogg et al., 2005; Thomas,Martin, & Riggio, 2013).”
Elevation at work: The effects of leaders’ moral excellence (2010, unknown): “…1996) holds that employees’ emotional reactions to organizational events have a direct influence on their behaviors and attitudes, and several studies suggest that emotions mediate the relationships between organizational antecedents and individual outcomes (cf. Ashkanasy, 2003; Fisher, 2002).”