Crossing the line(s): A dual threshold model of anger in organizations

By Deanna Geddes, R. Callister. 2007

272 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/82cf4fbaf31921862d5754c18009f79c9073e5c2

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In Sociology and Political Science

Citations in the corpus

Anger in Organizations: Review and Integration (2010, background): “…threshold” where felt anger is displayed, and/or the “impropriety threshold,” where an organizational member is considered to have gone too far in expressing their anger, such that “observers . . . find their actions socially and/or culturally inappropriate” (Geddes & Callister, 2007: 722).”
Beware the angry leader: Trait anger and trait anxiety as predictors of petty tyranny ☆ (2013, background): “…a leader to maintain aggressive intent over time and help resolve ambiguities in vague social situations, hence energizing behavior (Anderson & Bushman, 2002), perhaps even to the point where it crosses the line of appropriate behavior (cf. Geddes & Callister, 2007), thus becoming petty tyranny.”
Alleviating the Burden of Emotional Labor (2013, background): “Geddes and Callister (2007) suggested that the expression of negative emotions can have positive consequences if it occurs in a socially acceptable manner.”
The Mediating Role of Discrete Emotions in the Relationship Between Injustice and Counterproductive Work Behaviors: A Study in Pakistan (2013, background): “Emotion display rules (such as showing anger) are very much tied up with pervading societal/cultural values and norms (e.g. Geddes & Callister, 2007).”
Feeling insulted? Examining end‐of‐work anger as a mediator in the relationship between daily illegitimate tasks and next‐day CWB (2018, background): “Geddes and Callister (2007) proposed a dual threshold model of anger, suggesting that anger is likely to have negative outcomes when employees suppress anger or when the expression of anger is perceived as deviant.”
Following Display Rules in Good or Bad Faith?: Customer Orientation as a Moderator of the Display Rule-Emotional Labor Relationship (2010, background): “…settings, display rules are more ex- plicit than in other social settings, established through training and evaluation practices, and vary by the particular industry, occupation, organization, job or group context (Ashforth & Humphrey, 1993; Geddes & Callister, 2007; Rafaeli & Sutton, 1989).”
The interpersonal effects of emotion intensity in customer service: Perceived appropriateness and authenticity of attendants' emotional displays shape customer trust and satisfaction (2018, unknown): “In other words, emotional expressions may be perceived as inappropriate when their intensity does not match situational norms and expectations (Geddes & Callister, 2007; Shields, 2005; Van Kleef et al., 2012).”
Silenced by fear:: The nature, sources, and consequences of fear at work (2009, background): “…emphasis on trait affect and mood, recent years have seen a shift toward theory and empirical research related to discrete emotions such as anger (e.g., Geddes & Callister, 2007; Lerner & Tiedens, 2006), envy (e.g., Cohen-Charash & Mueller, 2007), and happiness (Lyubomirsky, King, & Diener, 2005).”
How coworkers attribute, react to, and shape job crafting (2019, background): “Attribution theory posits that a causal search starts when an individual encounters an event that is negative or positive, that is relevant to oneself, and that deviates from the normal routine (Geddes & Callister, 2007; Morgeson et al., 2015).”
Beyond negotiated outcomes: The hidden costs of anger expression in dyadic negotiation (2012, background): “…and Human Decision Processes (2012), http://dx.doi.org/10.1016/j.obhd suggesting that anger expression can be a double-edged sword in organizations (Geddes & Callister, 2007; Gibson, Schweitzer, Callister, & Gray, 2009), both the positive and negative outcomes of expressing anger in the…”
Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda (2018, unknown): “Others (e.g. Barrett and Gross 2001; Côté et al. 2008; Geddes and Callister 2007; Lawrence et al. 2011) have also argued that emotion self-management ability is an antecedent of ER behaviour.”
How Can Women Escape the Compensation Negotiation Dilemma? Relational Accounts Are One Answer (2013, background): “…negotiating norms as ambiguous in this situation (i.e., I don’t know how typical it is . . .) and then ask for their negotiating behavior to be viewed in other-oriented as opposed to egocentric terms (i.e., . . .as something important I bring to the job; Geddes & Callister, 2007; Shapiro, 1991).”
Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision (2017, background): “Anger may not be easily replacedwithwordsor slogans (Frank, 1988), because it signals that a leader’s ethical concerns are not just “cheap talk” but actually matter deeply to the leader.”