Anger in the workplace: An emotion script approach to anger episodes between workers and their superiors, co-workers and subordinates

By J. Fitness. 2000

449 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/bc7aa279973c921a8c85fb504c2a2bd65d1d6dd6

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Citations in the corpus

Emotion is for influence (2011, background): “For instance, managers have been reported to deliberately feign anger in order to influence their subordinates (Fitness, 2000).”
A META-ANALYSIS OF THE ANTECEDENTS AND CONSEQUENCES OF WORKPLACE SEXUAL HARASSMENT (2007, background): “In addition, reductions in individual-level productivity can be intentional as angered victims will sometimes engage in more aggressive behaviors such as task avoidance, neglectfulness, or sabotage (Fitness, 2000; Gruber & Smith, 1995).”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Moreover, and as Fitness (2000) found, this fragile relationship can easily break down if the leader engages in unwarranted displays of negative emotions such as anger.”
The consequences of faking anger in negotiations (2013, background): “In another study, managers indicated that they sometimes deliberately showed anger that they did not feel to influence their subordinates (Fitness, 2000).”
Affective States and Traits in the Workplace: Diary and Survey Data from Young Workers (2002, unknown): “…of their propensity to override other emotions, to motivate toward certain work behaviors that may be congruent or dissonant with work demands, and the potential interventions that can be suggested (Averill, 1983; Fitness, 2000; George & Brief, 1996; Grandey, 2000; Hochschild, 1983; Lazarus, 1991).”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “For example, individuals low in a hierarchy express concerns about being treated kindly by others, whereas superiors express concerns about their subordinates following rules and norms ( Fitness, 2000 ; Sloan, 2004 ).”
A Multilevel Field Investigation of Emotional Labor, Affect, Work Withdrawal, and Gender (2011, methodology): “According to Grandey’s (2000) model, work withdrawal is an outcome of emotional labor.”
Alleviating the Burden of Emotional Labor (2013, background): “Nonetheless, expression of anger toward the customer is not a viable option for the employee because of the inherent employee– customer power differential (Fitness, 2000) and the existence of display rules (Diefendorff & Gosserand, 2003; Diefendorff & Richard, 2003; Rafaeli & Sutton, 1987).”
Emotional and Behavioral Responses to Workplace Incivility and the Impact of Hierarchical Status (2012, background): “Organizational scholars have underscored the importance of considering the effect of organizational status as it influences emotions and its consequences (e.g., Fisher & Ashkanasy, 2000; Fitness, 2000; Kemper, 1978; Tiedens, 2000).”
The Story of Work: A Narrative Analysis of Workplace Emotion (2005, background): “Fitness (2000) was interested specifically in ‘anger episodes’ in the workplace, including the causes and consequences of anger in the organizational setting.”