Handling Toxic Emotions:: New Challenges for Leaders and their Organization
By P. Frost. 2004
123 citations recorded by the source corpus.
Subfields: Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/7ab130594d662a2a8d6947af9637eb75898604c5
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In Sociology and Political Science
- Michael E. Brown
- Donald E. Gibson
- Fred Walumbwa
- Marie S. Mitchell
- Sigal G. Barsade
- D. Fischer
- Daniel C. Ganster
- W. Gardner
Citations in the corpus
- Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, unknown): “Other destructive forms of leadership have fallen under such rubrics as “toxic leadership” (Frost, 2004; Lipman-Blumen, 2008; Goldman, 2006), “narcissistic leadership” (Rosenthal & Pittinsky, 2006), “bad leadership” (Kellerman, 2004), “hypnotic leadership” (Popper, 2001), “laissez-faire leadership”…”
- Why Does Affect Matter in Organizations (2007, background): “The opposite is predicted in organizational environments that foster employees’ negative emotions (see Frost, 2004).”
- Human Resource Systems and Helping in Organizations: A Relational Perspective (2011, background): “For example, managers whose styles could be described as toxic (Frost, 2004) or narcissistic (Maccoby, 2000) would not likely be concerned with viable relational climates or employee helping behavior.”
- Destructive leader traits and the neutralizing influence of an "enriched" job (2007, background): “More recent evidence, however, suggests that the “dark side” of supervisors, traits that are potentially destructive for followers and the organization, also merits attention (Baron, 1989; Conger, 1990; Frost, 2004; Tepper, 2000).”
- Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “…(Jones 1991).1 dark side research has uncovered a variety of unethical leader acts. various terms have evolved in the literature, such as abusive supervision (tepper, 2000), supervisor undermining (duffy et al., 2002), toxic leadership (Frost, 2004), and tyrannical leadership (Ashforth, 1994).”
- Emotional labor and leadership: A threat to authenticity? (2009, background): “The above quotation from David Marsing, a senior manager at Intel, illustrates well the challenges leaders may face in handling “toxic” emotions in organizations (Frost, 2004).”