‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness

By Dirk Lindebaum, S. Fielden. 2011

137 citations recorded by the source corpus.

There is considerable evidence to suggest how positive and negative leader emotions influence a variety of positive and negative follower outcomes. However, little empirical evidence exists to suggest under what circumstances the enactment of negative emotions can yield desirable outcomes for individuals operating in a given organizational context. Drawing upon a series of semi-structured interviews with construction project managers (n = 19) from the UK, this study offers valuable insights into how anger is frequently enacted to help individuals ensure the progress of the project, be it in negotiations with other parties or affairs on site with operatives.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8c0765ee44551b633a5b4df96b23e0cb5ce2c7aa

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Understanding the positive and negative effects of emotional expressions in organizations: EASI does it (2014, background): “…authors have drawn attention to the fact that emotions may have ‘asymmetrical’ effects, so that negative emotions yield advantageous outcomes and positive emotions disadvantageous outcomes (e.g. Barsade and Gibson, 2007; Lindebaum and Fielden, 2011; Lindebaum et al., 2013; Parrott, in press).”
‘Why would you want to do that?’: Defining emotional dirty work (2014, background): “This included working to ensure that Samaritans still recognized and held as valid the worlds we described in this newly constituted research object, by adopting the practice of feeding results back to participants (Lindebaum and Fielden, 2011) through both oral and paper presentations.”
Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision (2017, result): “In contrast, other research has challenged this position (Lindebaum & Fielden, 2011; Tiedens, 2001; Van Kleef et al., 2009; Van Kleef, Homan, Beersma, & Van Knippenberg, 2010).”
Thrilled by the discourse, suffering through the experience: Emotions in project-based work (2014, background): “…antagonistic, discursive resources in constructing their work experiences and identities (Clarke et al., 2009), and that such invocation takes place within local language practices and moral orders that regulate what can be felt and expressed (Coupland et al., 2008; Lindebaum and Fielden, 2010).”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Recently, Lindebaum and Fielden (2010) argued that the enactment of negative emotions (i.e. anger) could facilitate desired outcomes in settings that relied on negotiations to achieve success.”