Linking Work Events, Affective States, and Attitudes: An Empirical Study of Managers' Emotions

By Karim Mignonac, Olivier Herrbach. 2004

202 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/67b62bda280b823ca90fe6ac6ddad8352f6aaa5b

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Hot Buttons and Time Sinks: The Effects of Electronic Communication During Nonwork Time on Emotions and Work-Nonwork Conflict (2015, background): “Research has supportedAET, finding that emotional responses help explain how a myriad of workplace events relate to job satisfaction (Scott & Judge, 2006), organizational commitment (Mignonac & Herrbach, 2004), and engagement (Bledow, Schmitt, Frese, & Kühnel, 2011).”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “Among the greatest emotional impact for workers are those events related to interactions with coworkers, customers, and supervisors—with leaders' behaviors looming particularly large (eg, Basch & Fisher, 2000 ; Dasborough, 2006 ; Gaddis, Connelly, & Mumford, 2004 ; Mignonac & Herrback, 2004 ).”
The emotions of managing: an introduction to the special issue (2008, background): “In their sample of French managers, Mignonac and Herrbach (2004)”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, background): “Research has shown that employees, including organisational topmanagement, experience emotions at work, and a number of studies support the underlying assumptions of AET (Mignonac and Herrbach, 2004; Zhao et al., 2007).”
Does Happiness Promote Career Success? Revisiting the Evidence (2018, background): “Individuals with high positive affect are also better at coping with organizational change (Judge et al., 1999) and are much more committed to their workplace (Herrbach, 2006; Judge et al., 1999; Mignonac & Herrbach, 2004; Thoresen et al., 2003) than those who tend to experience low positive affect.”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “…2001), positive events (Ilies, Keeney, & Scott, 2011), negative events (Lavallee & Campbell, 1995), daily life events (Langston, 1994), work events (Mignonac & Herrbach, 2004), uncommon events (Latané & Darley, 1969), stressful life events (Holmes & Rahe, 1967), and novel and disruptive events…”
Educational Leaders and Emotions (2015, background): “Various job-related characteristics such as supervision, work conditions, and interactions with subordinates have been linked with managers’ emotions (Mignonac & Herrbach, 2004).”
The Influence of Team Emotional Intelligence Climate on Conflict and Team Members' Reactions to Conflict (2008, background): “These events are proposed to be subjective phenomena that are context driven (Mignomac & Herrbach, 2004) and may lead to affective states.”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “…are violated, this breach could elicit certain affective reactions (e.g., anger or cynicism), which in turn can elicit negative work attitudes and behaviors from employees (Mignonac & Herrbach, 2004; Rupp & Spencer, 2006; Zhao et al., 2007) and withdrawal from the job (McKnight et al., 2009).”
Optimism predicting employees' creativity: The mediating role of positive affect and the positivity ratio (2012, background): “One may presume that optimists are more likely to interpret organizational events as favouring their individual goals, interests, needs, and well-being, thus experiencing more positive affective states (Mignonac & Herrbach, 2004 ).”
The Energizing Nature of Work Engagement: Toward a New Need-Based Theory of Work Motivation (2017, background): “Relational interactions are among the most emotion-laden experiences individuals will have at work (e.g., Basch & Fisher, 1998; Dasborough, 2006; Elfenbein, 2007; Gaddis, Connelly, & Mumford, 2004; Mignonac & Herrbach, 2004).”