Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice

By Adam M. Grant. 2013

324 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/ad48478943cd06665f2f2519aee1a42ec61bb4c5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. M. Bolino
2. Adam M. Grant
3. Stéphane Côté
4. M. Mayfield
5. J. Mayfield
6. Y. Lee
7. P. Chelladurai
8. Wei-Chi Tsai

In Social Psychology

1. M. Bolino
2. Adam M. Grant
3. Stéphane Côté
4. M. Mayfield
5. J. Mayfield
6. Wei-Chi Tsai
7. Hsin-Hua Hsiung
8. Y. Lee

In Sociology and Political Science

1. Adam M. Grant
2. M. Bolino
3. Stéphane Côté
4. Y. Lee
5. P. Chelladurai
6. M. Mayfield
7. Lina de la Garza
8. Shaun Sexton

Citations in the corpus

• Emotional Intelligence in Organizations (2014, background): “As expected, in one study, the association between voice and supervisor-rated job performance was more positive among employees higher in emotion regulation knowledge, relative to those with lower emotion regulation knowledge, with the trait of extraversion held constant (Grant 2013).”
• The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “To speak up and get heard, employees need to identify the appropriate audience, timing, and tactics by reading the wind (Dutton, Ashford, O’Neill, Hayes, & Wierba, 1997) and then regulate their emotions (Grant, 2013).”
• Emotional intelligence, emotional labor, coach burnout, job satisfaction, and turnover intention in sport leadership (2018, background): “appropriate for the situation in a more natural and automatic way (Grant, 2013).”
• Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance (2018, background): “Empathetic leadership creates an emotional bond with followers and demonstrates that a leader cares about the follower as a person—not simply an organizational asset (Grant, 2013; J. Mayfield & Mayfield, 2009).”
• The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, background): “Furthermore, Meyerson and Scully (1995) stated that, to challenge the status quo, employees should be “simultaneously hot- and coolheaded”—the heat can fuel action and change, and the coolness can shape the action and the change into legitimate and viable forms (Grant, 2013).”